search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
statement by transfer researchers Lisa Burke and Holly Hutchins captures a universal truth: companies measure what is important to them. What is measured is managed, discussed, and optimised. Revenue is measured to determine sales success. Delivery reliability is measured to ensure customer satisfaction. But do companies really measure what is crucial for talent development: transfer success and the actual impact on the organisation? Various studies1


show that between


88% and 92% of companies evaluate their training using so-called “Happy Sheets”. These feedback forms, with their smiling emojis, primarily contain questions about participant satisfaction: “How much did you like the training?” or “How satisfi ed were you with the training materials, the seminar hotel, the trainer?” The problem: This type of evaluation does not measure transfer success but merely the subjective satisfaction


36 | learnevents.com


of participants. Studies2


have long


proven that satisfaction is not a reliable indicator of later transfer success. By focusing exclusively on satisfaction, companies send a clear signal to employees: “Our goal is to make you happy – whether you actually apply what you have learned is less important to us.”


Why completion rates say nothing about transfer


In the digital learning world, modern tracking technologies give companies the illusion of having everything under control: Who watched a learning video to the end? Who successfully completed a quiz? But what does this really say about transfer success? The answer: Not much. Completion


rates only measure whether someone watched a video until the end – not whether they understood or applied the content. Someone could be scrolling on their phone, chatting with colleagues, or simply letting the video play – and still be tracked as “completed”. If a company evaluates training effectiveness solely based on completion rates, it sends another questionable signal: “What matters to us is that you click through – whether you apply what you have learned is secondary.” The same applies to quizzes. Many eLearning providers promise better success measurement by integrating small tests directly into learning videos. A good addition? Yes. A suffi cient measure of transfer? No. The ability to recall content in the short term says nothing about whether it will later be successfully used in everyday work. Rather, it resembles what many remember from school: cramming. Information


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76