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but one that must be organised and managed. And that is the crux. It is often the case that when many stakeholders are jointly responsible, the outcome is that no one feels personally responsible. Each assumes that the other already ensures that what needs to be done is done, especially if there are no clearly defined tasks, or tasks cannot be clearly assigned to any one person or job role. And that is precisely the case with transfer support.
Whose task is it, then, to define and select the right content for the training? Who develops and implements measures to ensure that superiors support the transfer? Who can and should promote that the participants are motivated to implement what they have learnt and to stick to their plans in their daily work? If you ask different questions from different stakeholders, you will get very different answers. These questions and responsibilities
topic of transfer is firmly on our meeting agendas. It is quite possible that we will continue to have seminars for several years, invest time, money and resources, and achieve only a meagre 20 per cent transfer success without seriously hurting anyone. It’s hard to predict how long it will
take for every CEO to ask their HR department for tangible proof of the effectiveness of the training. Or how long it will take until (virtual) seminar rooms stay empty because of seminar fatigue and demotivation among your participants. Perhaps individual trainers are still booked up for some time to come – even if it’s by selling off-the-shelf training. Or because they offer new training based on current trends that only peripherally meet the immediate needs of the organisation. Or they accept orders that they know in advance will only be moderately effective since
and trainers to commit themselves to strive for transfer effectiveness: their own aspiration and desire for meaning and impact.
Overcoming the biggest transfer barrier – why it’s worth it for HR managers and trainers The biggest transfer barrier is that nobody feels responsible for it – because no single role or person exists across the board that can solely and consistently be made responsible for it. If training providers (and the HR departments that engage them) are tasked with giving training more effectiveness, and thus their work more impact, it is exactly this barrier that must be dismantled first.
How can this be done, though? Put the topic on
your agenda and give it the priority it deserves. Find out about the levers that can be used to control
remain unanswered, are often not addressed or even considered. The transfer process remains uncontrolled and unmanaged – and transfer success does not happen. And that is the largest transfer barrier of all. So, we know that the biggest transfer barrier is shared responsibility. Because many stakeholders are accountable for transfer success, often no one feels responsible for it and in this way, transfer remains unmanaged.
Hope or act? Transfer does not just happen We can continue to hope for transfer, or we can act and make sure that the
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the necessary conditions for successful transfer are not in place. Plus, there will again be crises in
terms of which training budgets will be cut. But perhaps we will recover, even without major changes in the effectiveness of our training. Or perhaps we can postpone it, by using fancy new technologies that detract from the transfer problem – at least for a while. So it is not fear or external pressure that should motivate us to act in terms of transfer effectiveness. It is something much more fundamental, powerful and satisfying that motivates more and more development professionals
transfer success and talk about them! Not only as catchwords or meta-discussions about learning philosophies and digitisation, but also in the form of actions, interventions and measures with responsibilities and a to- do checklist. Let’s stop only hoping for transfer, let’s start managing it!
How to go about managing learning to generate more effective transfer For HR managers, it is worth knowing the levers of transfer effectiveness, because you can specifically focus on the trainers who meet your transfer requirements. With transfer know- how and a corresponding toolset of transfer-promoting measures,
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