In the article, Transfer of leadership skills: The Influence of Motivation to Transfer and Organizational Support in Managerial Training, the authors, Franziska Franke and Jorg Felfe, discuss how the influence of motivation to transfer and organizational support that the trainee receives helps to predict the level of transfer that is realized. This study consisted of 591 participants that had different work back grounds. The training period was a two-year course study. For participation, the trainee needed to already hold a leadership position within their organization. The study chose to assess the transfer of training at what was deemed two points post training; the first was one month after the training and the second was one year after
…show more content…
Organizational support is a second crucial aspect for successful transfer. Organizations spend considerable amounts of money on employee training, those that promote and support the trainee’s use of new skills on the job are more likely to realize an ROI when the employee successfully transfers their training and benefits from the organization additional increased human capital. Main findings at one month were that they could not measure the transfer of training, but at the one-year mark there was transfer of training, but the respondents size was small in relation to the original training class that I feel the results are directional only and there really can’t be a definitive stance of transfer of training. Further evidence that transferring open skills like leadership depends on whether trainees are motivated to invest effort in applying new skills into their daily routines; and whether they perceive their organization to be interested in providing opportunities and cues for behavioral transfer. The question to be asked is at what point is there successful transfer of managerial skills after training and the organizational support given to the trainee and how is it to be …show more content…
Companies should assess the results of all three analysis’ before determining if training and the money needed to support the training align with the company’s overall strategy. After the needs analysis is complete and there is agreement to move forward with training the type of training would be identified, and a program design would be created based on the outcomes of the needs assessment. The program design would need to include meaningful training content, with clear objectives to meet the needs of the company and the trainees. Implementation would then occur, giving the trainees opportunities to practice before they have to put the new skills into practice on the job and are given the opportunity to receive feedback and correction if necessary also creating a time for the trainer to evaluate the effectiveness of the content and make adjustments if needed. Lastly, an evaluation and follow up to assess if the trainees have been using the content and if the transfer of training has occurred and are they receiving managerial support in the transfer of training. The case study speaks about motivation to transfer, organizational support and its role in transfer, behavioral change and productivity improvements can show up in many ways such as improved sales and increased employee
Organizational support is a second crucial aspect for successful transfer. Organizations spend considerable amounts of money on employee training, those that promote and support the trainee’s use of new skills on the job are more likely to realize an ROI when the employee successfully transfers their training and benefits from the organization additional increased human capital. Main findings at one month were that they could not measure the transfer of training, but at the one-year mark there was transfer of training, but the respondents size was small in relation to the original training class that I feel the results are directional only and there really can’t be a definitive stance of transfer of training. Further evidence that transferring open skills like leadership depends on whether trainees are motivated to invest effort in applying new skills into their daily routines; and whether they perceive their organization to be interested in providing opportunities and cues for behavioral transfer. The question to be asked is at what point is there successful transfer of managerial skills after training and the organizational support given to the trainee and how is it to be …show more content…
Companies should assess the results of all three analysis’ before determining if training and the money needed to support the training align with the company’s overall strategy. After the needs analysis is complete and there is agreement to move forward with training the type of training would be identified, and a program design would be created based on the outcomes of the needs assessment. The program design would need to include meaningful training content, with clear objectives to meet the needs of the company and the trainees. Implementation would then occur, giving the trainees opportunities to practice before they have to put the new skills into practice on the job and are given the opportunity to receive feedback and correction if necessary also creating a time for the trainer to evaluate the effectiveness of the content and make adjustments if needed. Lastly, an evaluation and follow up to assess if the trainees have been using the content and if the transfer of training has occurred and are they receiving managerial support in the transfer of training. The case study speaks about motivation to transfer, organizational support and its role in transfer, behavioral change and productivity improvements can show up in many ways such as improved sales and increased employee