9 Failing Transfer of Learning “Solutions”
Most people in the learning and development industry are fully aware of training’s dismal record in affecting behavioural change and there is a growing recognition that this missing link is transfer of learning.
There are nine popular “solutions” that are frequently used to facilitate learning transfer… that DON’T WORK.
1. ‘Our managers conduct training follow-up’
This approach is certainly one of the most popular. However, expecting managers to be able to create accountability is unrealistic –particularly without proper training in a proven transfer of learning methodology. They simply don’t have the tools, time or training to make it a reality. Perhaps it is about time that we cut managers some slack and become open to the possibility that they may not be the best person to facilitate learning transfer – at least not unless they have been thoroughly trained to do so.
2 ‘We facilitate training follow-up discussion groups.’
Another popular solution. In practice, however, discussion groups rarely facilitate or improve transfer of learning. They may allow people to exchange views and discuss the material but they can too easily be viewed as a convenient ‘break from work’ rather than a constructive place to solve ongoing implementation issues and resolve challenges. Plus there is rarely any accountability in a group session.
3 ‘We run half-day training refresher/follow-up sessions.’
Unfortunately these refresher sessions are usually just an opportunity to review the content again with no real provision for accountability. All the participants need to do is look back over their notes so that they can regurgitate a few salient points. If they can do this, then the assumption is that they must be using the training. Chances are they are not. Remembering the content of the training or being able to give a single example of when it was used does not automatically ensure that what is remembered has become a positive habit.
4 ‘We have executive coaching.’
Unfortunately this is almost always offered as face-to-face coaching, which means that it is often extremely expensive and impossible to roll out across a large organisation. The other major problem with executive coaching is that often it is conducted by the trainer who did the initial training – who is probably fairly wedded to their content and will simply spend the coaching time redelivering that content rather than getting ideas from the participant about how they intend to action those ideas and create behaviour change. I firmly believe that after the content has been delivered, when it comes to behavioural change the further away we can get from the content the better.
5 ‘We use action learning.’
Action learning involves small groups of people from diverse parts of an organisation being brought together to solve a problem, usually on a project-by-project basis.The theory is that once the individual starts to use the new behaviour in the project they will automatically transfer that insight or learning into their daily activity but that doesn’t necessarily happen. Once the project is finished then those new behaviours are also finished and the individual soon reverts back to the old way ofworking. The participants are not being deliberately difficult – it’s just that the process of splitting their everyday work from their action learning project separated the two things and individuals will not automatically transfer the learning to their everyday work after the action learning project is complete.
6 ‘We use blended learning solutions.’
Blended learning is the term used to describe the mix of content delivery channels, which range from face-to-face instruction to interactive computer-based programs and the use of the emerging electronic media. Blended learning may improve how the content is delivered and it may allow the participant to tap into their preferred learning style but it makes absolutely zero difference to whether or not that information is used to alter behaviour and improve performance.
7 ‘We create a social media community.’
Using social media forums can be great for keeping the training in mind. But like discussion groups it can turn into a handy work distraction where participants can endlessly discuss the problem without seeking resolution or improvement. Plus these sorts of initiatives may appealto the younger demographic but are unlikely to engage older employees. As a tool this type of online community can be a great addition to the training strategy but alone it will be little more than a discussion opportunity with no real accountability to implement the learning.
8 ‘Participants must present their learning back to their workgroup.’
This tactic is useful because it requires the participant to review their notesand engage with the material so that they can come up with the best way to present it to their colleagues. But, again, presenting back to a group demonstrates that a participant understands the material but it does not demonstrate they are using that new knowledge to change behaviour and improve performance. It may encourage participants to pay attention and foster good comprehension but it doesn’t predict whether or not the individual can or will apply the information.
9 ‘We ensure everyone is properly prepared for the learning.’
There is little doubt that encouragement towards the right attitude for the training can help the process, but what happens after the training has a much bigger impact on learning transfer than what happens before.
These are all examples of the countless tactics employed by businesses in an attempt to improve training effectiveness and this is testament to the fact that people recognise the problem and are focused on genuinely finding a solution.
But how about this… why not just use one transfer of learning process that will automatically cover almost all of the 11 activities that Leimbach’s report highlighted as being so crucial to performance improvement? That process is called Turning Learning into Action™ and you can visit our website or read my book for more information on this process, or call me for a discussion on how to start creating real business results from training.