Training group diversity and training transfer: A psychological safety perspective

Abstract

Effective training transfer continues to be a challenge in human resource development (HRD). In this study, we examined the diversity of the training group as a predictor for training transfer because it has been shown to predict team performance in the work context. We compared K E Y W O R D S diversity faultlines, human resource development, perceived subgroups, psychological safety, team learning behavior, training transfer

A new path to training transfer: Transformational trainers and psychologically empowered training participants

“…The original model of training transfer included trainee characteristics, training design, and the work environment as distal predictors of training transfer (Blume et al, 2010). More proximal predictors, which often function as mediators in the process, include learning (Baldwin & Ford, 1988) and psychological safety (Creon & Schermuly, 2019). Overall, psychological empowerment may be perceived as another proximal predictor.…”

Enhancing the organization’s workforce: Guidance for effective training sustainment.

“…Leader inclusiveness—that is, the words and deeds exhibited by leaders that invite and appreciate others’ contributions—help interdisciplinary team members overcome the restrictive effects of status differences, allowing members to collaborate and engage in process improvement (Nembhard & Edmondson, 2006). Echoing the importance of inclusiveness, research conducted by Creon and Schermuly (2019) found that participants who perceived subgroups engaged in less team-learning behaviors such as seeking feedback, asking questions, and voicing opinions. Although evidence has indicated the positive impact of inclusiveness, group diversity, on the other hand, can also be advantageous by providing a greater pool of information, insights, and perspectives, which increases performance (Knippenberg & Mell, 2020).…”

Designing diversity training program for business executives

“…As self-rated diversity training evaluations have their limitation of biases creeping in, organizations can measure diversity training effectiveness by collecting observational data from colleagues, supervisors and other multiple observational sources (Paluck, 2006). Studies (Roberson et al, 2009;Creon and Schermuly, 2019) show that trainee characteristics and environmental characteristics (e.g. top management support and organizational culture) play significant roles in determining the transfer of diversity training to participants' workplaces.…”

“…Specifically, minority members are likely to be more influenced by diversity training than the employees belonging to majority group identities. Much of the transfer of training also depends on the conducive psychological safety (Creon and Schermuly, 2019) that the training context can potentially provide to the participants so that they feel comfortable to open up about their individual experiences. In the context of sexual harassment training, the study by Madera et al (2013) found that self-set goal and/or mentor determined goal prior to the training program also can influence the transfer of diversity training program.…”