Performance support that adds value to everyday lives

Paino, Marci; Rossett, Allison

doi:10.1002/pfi.177

Cited by 2 publications

(1 citation statement)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Thus, future case study research could identify specific transfer practices used by organizations and subsequent results. Broad's (1997) collection of organizational case studies that describe how transfer is supported is an excellent example of such a compilation; an updated collection would capture the influence of emergent factors (e.g., trainer characteristics) and the use of performance support technologies (Paino & Rossett, 2008) on training transfer. Additional limitations are consistent with qualitative research and the researchers' interpretative scope.…”

Section: Limitations and Suggestions For Future Studymentioning

confidence: 99%

In the trainer's voice: A study of training transfer practices

Hutchins¹

2009

Perf. Improvement Qrtly

View full text Add to dashboard Cite

R esearch on training transfer continues to intrigue scholars and workplace practitioners interested in discovering how best to support the application of new learning. As organizations attempt to maximize human capital investments, leveraging knowledge from training and other performance interventions is critical to maintaining a competitive advantage. Training and other learning investment expenditures (measured in U.S. companies) approximate over $100 billion of firm budget allocations each year (Paradise, 2007); however, most reports of training transfer indicate only a small amount of new learning is actually applied on the job. In a review of evaluation benchmarking data conducted by Knowledge Advisors, a human capital metrics firm, organizations reported that trainees had applied less than 40% of their knowledge and skills from training experiences when measured 90 days after training. The remaining 60% is considered "scrap learning" (Berk, 2008, p. 46), a term used to describe knowledge-and thus investments in learning-that is wasted. This high "scrap" ratio, which is commensurate with other transfer reports (Fitzpatrick, 2001;Newstrom, 1986;Saks & Belcourt, 2006), raises concerns about the efficacy of training as a performance improvement intervention.Training transfer is not a new phenomenon to human resource development (HRD) and performance improvement practitioners or scholars. Of the learning and development issues that typically plague organizations, how to support learners in using their new knowledge and skills to enhance performance is a constant challenge. Research suggests that organizations must address cognitive, psychological, behavioral, and cultural aspects of work performance to enhance training application (Holton, Bates, & Ruona, Data were gathered from members of a large professional training organization regarding their practices for supporting training transfer. Transfer factor categories grounded in the literature were used to code the data using content analysis procedures. Commensurate with the transfer literature, results suggest that trainers reported strategies used within the training setting and in the work environment as having the most influence on training transfer. Transfer practices that do not have a firm grounding in the research but that emerged in the data, trainer characteristics and evaluation practices, were reported by trainers as being important influences on training transfer. This study extends previous work on training transfer practices by elucidating the specific transfer influences perceived by training professionals as critical for supporting transfer in organizations. Implications for practice and research are offered that focus on building trainer proficiency for training transfer in organizational settings.

show abstract

Section: Limitations and Suggestions For Future Studymentioning

confidence: 99%

In the trainer's voice: A study of training transfer practices

Hutchins¹

2009

Perf. Improvement Qrtly

View full text Add to dashboard Cite

show abstract

Snip

Brown

2017

Advances in Social Networking and Online Communities

View full text Add to dashboard Cite

This chapter focuses on the development of a new assessment tool: Social Networking and Individual Performance (SNIP). This tool can provide valuable data for organizations and even individuals. The data provided through use of the tool can determine whether employees are exhibiting behaviors that are supportive of the organization's goals, thus allowing everyone to benefit based on a return on the investment in time or attention that could lead to improved skills. Employees might then reap benefits like availability of new challenges or increased standing in the organization. The data can also provide insight on improving personal social media activities.

show abstract

Performance support that adds value to everyday lives

Cited by 2 publications

References 6 publications

In the trainer's voice: A study of training transfer practices

In the trainer's voice: A study of training transfer practices

Snip

Contact Info

Product

Resources

About