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Improving Learning Transfer in Organizations features contributions from leading experts in the field learning transfer, and offers the most current information, ideas, and theories on the topic and aptly illustrates how to put transfer systems into action. In this book, the authors move beyond explanation to intervention by contributing their most recent thinking on how best to intervene in organizational contexts to influence the transfer of learning. Written for chief learning officers, training and development practitioners, management development professionals, and human resource management practitioners, this important volume shows how to create systems that ensure employees are getting and retaining the information, skills, and knowledge necessary to accomplish tasks on the job. Improving Learning Transfer in Organizations addresses learning transfer on both the individual and organizational level. This volume shows how to diagnose learning transfer systems, create a transfer-ready profile, and assess and place employees to maximize transfer. The book includes information on how to determine what process should be followed to design an organization-specific learning transfer system intervention. The authors focus on the actual learning process and show how to use front-end analysis to avoid transfer problems. In addition, they outline the issues associated with such popular work-based learning initiatives as action learning and communities of practice, and they also present applications on learning transfer within e-learning and team training contexts.
Cyril Kirwan's book addresses this critical issue at a number of levels. Firstly, it explores what learning transfer actually is (it's about application of learning back at work, as well as maintenance of that learning over time). Secondly, it describes the main factors that affect transfer, in terms of trainee characteristics, training design factors, and work environment characteristics. It also examines how those factors exert their effect, which ones are more important, how they interact with one another, and in doing so constructs a practical learning transfer model for practitioners. The book also describes in some detail what the various factors working for or against learning transfer look like in practice. Finally, using case studies, it points the way towards what can be done before, during and after training to improve the rate of transfer.
In today's constantly changing business environment, capable people are crucial to an organization's success, and developing their capabilities through training, learning and development initiatives is a major investment. While measuring the return on that investment is important, attempts to do so are much less valuable if they are not accompanied by a clear understanding of all of the factors than can affect the application of new skills and knowledge on the job - in other words, a clear understanding of what affects learning transfer. So, if organisations are to remain competitive, and develop the highly skilled people that will contribute to their future performance, improving learning transfer should be a priority. Cyril Kirwan's book addresses this critical issue at a number of levels. Firstly, it explores what learning transfer actually is (it's about application of learning back at work, as well as maintenance of that learning over time). Secondly, it describes the main factors that affect transfer, in terms of trainee characteristics, training design factors, and work environment characteristics. It also examines how those factors exert their effect, which ones are more important, how they interact with one another, and in doing so constructs a practical learning transfer model for practitioners. The book also describes in some detail what the various factors working for or against learning transfer look like in practice. Finally, using case studies, it points the way towards what can be done before, during and after training to improve the rate of transfer. This highly practical book will help trainers, development specialists and line managers ensure that their training is about real outcomes and not just inputs.
Improve learning transfer in your organisation with this book which provides a step-by-step methodology for facilitating genuine behavioural change and accountability back in the workplace.
In this book, internationally respected scholars from the disciplines of educational science, business administration and psychology thoroughly discuss practice-related questions on learning transfer in organizations. Readers will learn solid concepts for securing and evaluating learning transfer. This volume offers new insights about learning transfer in organizations and their implications for both research and practice. It examines the actual state in practice and provides the foundation for improvements in the design and evaluation of further training measures that are conducive to the transfer of learning. In addition, coverage details theoretical models on learning transfer in further vocational training and develops concepts that enable the transfer of learning for further training in organizations. The book also evaluates further training measures on different levels on the basis of relevant criteria.
The role of the trainer has evolved during the past few decades. It is time for learning and development professionals to embrace this evolution and begin to change the way they design and deliver training, and accept their roles in different areas of the organization. The changing perception of the nature of managerial jobs has had profound implications for management trainers and developers. Some managers′ role has evolved from task managers to people and role player. Trainers can no longer rely solely on the provision of task‐related management training; rather they are expected to become familiar with people, self and career development skills, and expertise. The cover book highlights the changing role of the trainer, it has 9 parts: Chapter-1 Introduction Chapter-2 Why Training Chapter-3: Trainer as "Analyst and Problem Solver" Chapter-4: Trainer as Designer Chapter 5: Trainer as Learning Facilitator Chapter 6: Trainer as a Presenter Chapter 7: Trainer as Evaluator Chapter-8: Trainer as Coach, Counsel, and Mentor Chapter-9: Training and Beyond ...Charting a New Path
In today's constantly changing business environment, capable people are crucial to an organization's success, and developing their capabilities through training, learning and development initiatives is a major investment. While measuring the return on that investment is important, attempts to do so are much less valuable if they are not accompanied by a clear understanding of all of the factors than can affect the application of new skills and knowledge on the job - in other words, a clear understanding of what affects learning transfer. So, if organisations are to remain competitive, and develop the highly skilled people that will contribute to their future performance, improving learning transfer should be a priority. Cyril Kirwan's book addresses this critical issue at a number of levels. Firstly, it explores what learning transfer actually is (it's about application of learning back at work, as well as maintenance of that learning over time). Secondly, it describes the main factors that affect transfer, in terms of trainee characteristics, training design factors, and work environment characteristics. It also examines how those factors exert their effect, which ones are more important, how they interact with one another, and in doing so constructs a practical learning transfer model for practitioners. The book also describes in some detail what the various factors working for or against learning transfer look like in practice. Finally, using case studies, it points the way towards what can be done before, during and after training to improve the rate of transfer. This highly practical book will help trainers, development specialists and line managers ensure that their training is about real outcomes and not just inputs.
Author is an alumna of Evanston Township High School, class of 1944.
First released in the Spring of 1999, How People Learn has been expanded to show how the theories and insights from the original book can translate into actions and practice, now making a real connection between classroom activities and learning behavior. This edition includes far-reaching suggestions for research that could increase the impact that classroom teaching has on actual learning. Like the original edition, this book offers exciting new research about the mind and the brain that provides answers to a number of compelling questions. When do infants begin to learn? How do experts learn and how is this different from non-experts? What can teachers and schools do-with curricula, classroom settings, and teaching methodsâ€"to help children learn most effectively? New evidence from many branches of science has significantly added to our understanding of what it means to know, from the neural processes that occur during learning to the influence of culture on what people see and absorb. How People Learn examines these findings and their implications for what we teach, how we teach it, and how we assess what our children learn. The book uses exemplary teaching to illustrate how approaches based on what we now know result in in-depth learning. This new knowledge calls into question concepts and practices firmly entrenched in our current education system. Topics include: How learning actually changes the physical structure of the brain. How existing knowledge affects what people notice and how they learn. What the thought processes of experts tell us about how to teach. The amazing learning potential of infants. The relationship of classroom learning and everyday settings of community and workplace. Learning needs and opportunities for teachers. A realistic look at the role of technology in education.