My people have been trained; why is it not making a difference? Part 2

Woman wearing white hardhat on walkie talkie holding clip board

By Martin Royal

Ensuring you have an effective training transfer strategy is fundamental to get the most out of your training investment. In Part 1 of this 4-part blog series on training transfer, I introduced various strategies that trainees can adopt to help themselves to apply what they learned to their work. Part 2 focuses on ideas that leaders can put in place to improve transfer of learning with their teams. In our Safe Production Model, they are the dimension we regard as Interpersonal dimensions. These are the dimensions that exist between individuals and focus on interactions, e.g. the social dynamics that encourage training transfer, the oversight provided to hold people accountable for applying training, the communication channels in place, etc.

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My people have been trained; why is it not making a difference? Part 1

Two people discussing and working together

By Martin Royal

It's been well established over the years that training initiatives often result in a limited transfer of the learning employees take back to the workplace. While you'll commonly hear that only 10% of what employees learn is implemented, according to a study done by Saks & Belcourt (2006) who surveyed members of a training and development society, this figure is closer to an average of 47% over a period of one year after training,. In any case, what this suggests is that few training investment dollars actually turn into meaningful changes in the workplace.
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The Benefits of Self-directed Learning



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By Kelly Cave & Julia Borges

Organizations face various challenges in today’s dynamic and complex world. With constantly changing technology, markets, and social trends, organizations must quickly learn and adapt in order to remain competitive within their markets. This increase in the importance of continuous learning has encouraged many organizations to transform themselves into learning organizations. A learning organization is an organization that places a high importance on learning and continuous improvement within their culture. This can be done by creating a supportive environment, implementing concrete learning processes, and encouraging leadership that reinforces learning (Garvin, Edmondson, & Gino, 2008). Whichever processes, methods, or practices leaders use to foster this type of culture, they all have a common goal: they want their team members to embrace continuous learning as a career-long process (Ellinger, 2004). As organizations work to become learning organizations, the more learning capability at the individual level becomes critical for success (Ellinger, 2004). Read More...