Problem of Training Transfer
A new inventory system was installed in a typical manufacturing company. Employees in the Purchasing Department were sent off to learn how to use the new software. One month later, the Purchasing Manager finds that only two out of the twelve Purchasing Officers are using the new system. The expected cost savings have not materialized and the Purchasing Manager resolves to take issue with the Training Manager at the next weekly meeting.
Does this sound familiar? Experts estimate that somewhat less that twenty percent of training investments lead to some organizational benefit. This anomaly is commonly referred to as the "problem of training transfer". Why is it that such a small proportion of training ends up being used back in the workplace? With increasing marketplace competition, leaner resources and a greater focus on tangible outcomes, more and more managers are asking this question.
How can you increase the transfer of training in your organization? For any given training program, you will need to look into three areas:
What can you do to enhance the positive impact of each of these factors? Looking at the first factor, training participant attributes may be influenced when introducing new employees to your organization through an effective recruitment, selection and induction process. Attributes can also be influenced before training begins through pre-qualifying nominees during the registration process.
The second factor, training design and delivery, can be made more effective through ensuring that the training program objectives are clearly focused on your organization's priorities and goals. Tied in with this, participants