Learning transfer is rather important isn’t it?
By learning transfer I mean the implementation of ‘learning’ that has happened in a prior formal event such as a training course. Every definition I have seen talks about the application of learning, so the term ‘Learning Transfer’ means much more than just transfer, or movement, of learning from one place to another. It also means the translation of that learning into effective action that improves job performance and is beneficial within the context of that workflow.
If learning transfer is important and therefore should be done, and it is possible to do, and people are avoiding it, we end up in the murky waters of responsibility and accountability. Who is responsible for making it happen, and who should be held accountable if it doesn’t happen? In other words, “when and where does the buck stop?”
Find out in an excerpt from my forthcoming book ‘Learning Transfer at Work: How to Ensure Training >> Performance” Book excerpt.Learning Transfer Accountability.Paul Matthews.July 2018.pdf
PS: If you want to read more before Learning Transfer at Work gets published in the autumn you can download a copy of the first draft here.
Comments
HI Paul,
Great question. Thinking back through my experiences, my gut reaction to that was the 'line managers'. After all, L&D can't be present all the time in the day-to-day operation to check up on how well learning is being applied.
Having said that, I can think of examples, many of them, where this simply hasn't happened and line managers haven't fulfilled their 'responsibilities'. Okay, some of this is down to the age-old 'not my job' mentality, but I do remember a few of those examples being quite enlightening when they were explored. In one organisation, particularly, I can remember that line managers were keen to ensure the value of training was realised by supporting the 'on the job' application of learning, but many of them just didn't know how to. It was interesting when I put in place increased levels of support and resource for those supporting learning back in the workplace what a difference this made.
I guess what I'm saying is that in some ways, it would be easy to say the responsiblity lies with line managers. Having said that, the support that L&D gives in this vital step in the process is often overlooked and in my view shouldn't.
Perhaps this is an example of where true business partnership happens at its best between L&D and business units?
One of the things I say to L&D people is that they should see the line managers as an extension of L&D to work with rather than an external group of people that needs to be cajoled or ordered to do something.
I really like that Paul. I've been involved in different organations that have both those view points. The latter example of cajoling and ordering gets really tiring doesn't it!