Let’s suppose that you are a manager, trainer or even a senior vice president who finds herself in the unfortunate position of having to explain why the $1 million training program you successfully championed a year ago has not delivered the desired results.
But how could this have happened?
Yes, how? Trainees entered the program highly motivated; and after 1 month, they strongly believed that their training had transferred into learning used on the job. So what went wrong?
Since we are already pretending, let’s also imagine that you get a do-over – and that unlike what usually happens in practice, you make the effort to track down someone who knows the transfer evidence before the training is designed. At the bare minimum, this would be someone who has completed a master’s level course in training.
What? No needs analysis?
He would tell you, first off, that it’s a risky proposition to begin a training intervention without first…
▪ Training transfer, autonomy and managers at the nexus
▪ Organizational culture: Not useful for training transfer
▪ Training needs to be perceived as useful and relevant
▪ Trainee motiviation: The most important trainee characteristic
▪ Trial-and-errortraining wastes $100 billion+ annually in U.S. alone