Transfer: The Importance Of Decline In Training

For the organization to gain true value from strategic training and development, senior management must be fully committed to organizational learning . Consequently, it is important that HR understands the concept of training transfer (i.e., transfer of learning).

“In order to develop required human resource competencies, organizational leaders need to align the selection, training, development, and removal of employees with the behavioral requirements of the desired change” (Spector, 2010, p. 102). Having a focus on training can be an important part of helping employees understand how their competitive environment is changing. Along with the importance of changing their behaviors.

Continuing job training during down time also will build important skills an employee need to perform his or her duties while on the job and also them to take steps in improving their work habits.

Training and development is one of the many essential functions of human resource management; it is deemed as the planning learned experience by which employees are taught various aspects of a given job and most importantly how to perform a job and or a future tasks. The basis for training and development implementation is to mold an efficient employee who performs tasks effectively resulting in optimum productivity, which aids in an organization’s overall aspirations. Job training has been around for centuries and has been utilized to teach individuals task specific to a given job or industry; it differs from education which affords individuals general information regarding traditional topics such as science, math, history, reading, and writing. Over those centuries, a few training methods have been explored such as on the job training, classroom training, vestibule training, systematic training, and the most currently used computer training. Within each of these, training methods can be found imperative information to assist an organization successfully meeting objectives.

Lee, C., Lee, H., Lee, J., & Park, J. (2014). The International Journal of Human Resource Management. A Multiple Group Analysis of the Training Transfer Model: Exploring the Differences between High and Low Performers in a Korean Insurance Company, 25(20). (2014, July 24). Retrieved September 6, 2014

Training is one of the most frequently used approaches to changing people’s mindsets. A company might offer training programs to large blocks of employees on subjects such as teamwork, diversity, emotional intelligence, quality circles, communication skills, or participative management. Training employees is also important because it helps them understand the purpose and importance of a new strategy, overcome resistance, and develop the necessary skills and behaviors to implement the strategy.

Perhaps the most consistent factor explaining successful transfer is the support trainees receive from others (Clarke, 2002). Supervisor support refers to the extent to which supervisors reinforce and support the use of learning on the job (Holton, Bates, Seyler, and Carvalho, 1997). Supervisor support can be expressed in several ways, including encouragement to attend training, goal-setting activities, types of reinforcement provided, involvement in the training program, coaching trainees following training, and giving trainees praise and recognition (Garavaglia, 1993; Rouiller & Goldstein, 1993; Smith-Jentsch, Salas, & Brannick, 2001). Various researchers have identified supervisory support as an important work environmental factor that affects

This research study will focus on the Baby Boomers and Generation Y, the two generations populating most of the workforce. The study will examine the generational differences in training satisfaction, retention, and job transfer based on the type of training attended. This will include pre-tests, post-tests, post training post-tests, and interviews with trainees and their supervisors

For existing employees a training program also has numerous benefits: It will help them to continually improve their knowledge, skill sets and keep them fully engaged in their work.

It is commonly acknowledged that trainee attributes have an important influence the transfer of training (see Burke & Hutchins, 2007). In this study the focus will be on those characteristics of trainees that have shown the most consistent and strongest relationships with training transfer. These include, self-efficacy and motivation to transfer.

Training transfer means that learners are able to “transfer” their knowledge and skills learned in a training session back to their jobs. The importance of training transfer cannot be overemphasized. Organizations spend billions of dollars each year on training, yet only a fraction of that investment results in improved performance if training transfer is not supported by stakeholders (i.e. any individual or group that has a “stake” in the transfer of training). These include managers, peers, customers and the employer. Stakeholders also assume responsibility for supporting transfer.The goal of training is not simply to gain knowledge and skills, but to transfer learning into performance, which in turn leads to improvements in agency results. Training transfer is not an event; it is a dynamic and complex process that requires planning. The use of effective transfer of training principles can help maximize the effectiveness of training

“Training is an ongoing activity designed to increase the level of competence and expertise of staff and volunteers. It can be formal, informal, costly, intensive or casual and can be provided by a supervisor, a program specialist, an outside expert or a training consultant” (Shalala, 1994)

Similarly, Longenecker and Fink (2005) assert that the benefits derived from training are manifold, and these include; exposure to new and better practices and ideas for application, leads to reflection, self-appraisal and retrospection, motivates employees to improve performance, encourages career development planning, helps identify specific performance problems and challenges an employee to think differently, to name a few. Other benefits are a more flexible workforce, improved performance of existing employees, decreased supervision, higher skill levels and reduced learning time, thus reducing learning costs, improved organisation morale, and to ensure for succession (Molander 1989).

Trainings can range from annual, to mandatory, or for job advancements. Some employers required monthly, yearly and yet others require no training at all. According to a current report by American Society for Training and Development, $126 billion dollars are being spent yearly by organizations on employee training and development in order to remain competitive and a successful organization.. Furthermore, it is usually challenging to determine whether an accurate study reports to training, development, or both. Moreover, when trainings are utilized, they are usually at the lowest and easiest level.

A training program that is well-designed is proven to achieve maximum results and meet the training needs identified during a training needs analysis. A well-executed training program will increase overall productivity and provide the knowledge, skills, and attitudes the employees need to perform successfully. This paper presents considerations for the design of a two-phase training program for existing employees – a two (2) day program, which covers the training needs to move the company in the right direction.