Training Transfer: Managers Make the Difference

It's a well-known fact that managers play a critical role in whether or not the employees they send to training actually apply what they learned in the program back on the job. 

In a 2009 T+D magazine article, Wick, Pollock and Jefferson cite two research studies, one by Pfizer and another by American Express, that clearly show training transfer increases when managers actively engage learners following their participation in a learning program.

 In another study, Brinkerhoff and Montesino (1995) found that participants who had discussions with their managers before and after a training program reported significantly higher levels of job application of what was learned.

Why do managers play such a critical role? The answer is because employees take their cues from their manager about the value of training they are directed to attend. Managers who speak disparagingly about a learning program or who say nothing to an employee upon returning from a training program undermine the value of the learning and reduce training transfer.

 On the other hand, managers who engage employees in a post-program discussion about what was learned, how the employee intends to apply what was learned, what results the employee expects to achieve and how the manager might assist the employee in implementing what was learned dramatically increase training transfer.

 But how can you identify which managers help—or hurt—training transfer?

In the previous blog , we discussed how Predictive Learning Analytics (PLA) can be used to predict if a learner is most likely, at risk or least likely to apply what was learned in the program back on the job using an algorithm to calculate a Learner Application Index™ (LAI) score for each program participant, immediately following a training program. Using the same data collected to calculate the LAI scores, a Manager Training Support Index™ (MTSI) score also can be calculated to predict which managers are likely to do a good and poor job of supporting the training they send their employees to attend.

Gain insights into manager influence in your organization. Download the PLA Manager Checklist.

What does PLA™ mean for you?

Knowing which learners are at risk and least likely to apply the training that has been delivered, allows you to extend the learning by targeting these two groups with a scheduled series of "learning boosts" such as email reminders, quiz questions, job aids, review modules, coaching or mentoring assistance, and so forth.

Armed with this approach you can reduce scrap learning in your organization, boost training transfer and bolster your professional credibility.

For more information contact Ken Phillips at 847.231.6068 or ken@phillipsassociates.com or visit us at www.theplamethod.com