It already exists for more than 100 years: the history of transfer research. Nevertheless, there is an enormous research-practice-gap. With an average implementation rate of 20%, companies spend a lot of money and time on development measures that are not very effective. In her brand new book, Ina Weinbauer-Heidel brings all the important findings on transfer research to the point and makes them practically accessible with the 12 levers of transfer effectiveness.
Lateral leadership – which means leading without hierarchical power – is THE leadership model of the future. Parameters like the democratization of society, higher educational standards and much more contributed to the fact that the classical hierarchical leadership model, working top-down, meets its boarders nowadays.
When it comes to development of employees and leaders it’s all about transferring learned things into the working practice of the participants and to anchor content and new behaviour in their heads. “Application on-the-job” is the relevant keyword and a huge challenge which we face, among other things, with the tool of transfer cards. In this post you find the transfer card for “Leading teams”. (more…)
At the beginning of any measure there is always a certain pain point – Department X isn’t efficient. Our team has problems with personal customer support. – and soon you hear “We need a training!”. Therefore training suppliers get instructed, topics get approved and dates get confirmed. Hardly anyone is asking: Is it really the training we need? What do we de facto need to reach our goals? A possible answer with our mountain impulse.
Training is only effective and reasonable if learned things are applied in practice afterwards. But that’s exactly the difficult part! Visible learning transfer which is documented and therewith controllable isn’t easy to get. Targeted learning transfer measures, provided pre and post a training – for a example on a learning transfer platform – can do the trick. In our new series “Learning transfer in practice” we present just these transfer measures. Today: A reflection work on the circle of influence.
Nobody likes to give insights into fields, where problems exist. And due to a mutual comfort zone everybody tends to avoid questions about it. We’re talking about trainers and organisations designing development programs together. For real trainings results as well as positive and direct contribution to business-goals it takes courage – on both sides. We talked with Masha Ibeschitz, coach and training expert, about this delicate topic.
Think about a training executed for your employees which took a lot of time and money and which was successful, at least when it comes to the subjective feeling. Satisfied participants, nice ratings for trainer and program, everything is fine. Not long afterwards the training is in the spotlight again and with it the unavoidable questions: What was the real outcome of the training? Where and what are the direct results? What was the use for the company? The Kirkpatrick methodology based on 4 levels of evaluation does not only prepare HR and development managers to answer these questions. First and foremost it is a methodology to increase training results significantly. In the following you find an overview.
Be ready for the change – HR expert Remko Verheul about his experience with a learning transfer platform and the future of L&D
These days, the Learning & Development industry is undergoing a considerable change. Digital tools and online offers are on the rise and HR departments face new challenges as well as new possibilities when it comes to employee and leadership development. One of these new possibilities is Promote, a learning transfer platform offering the chance to sustainably manage learning transfer and development programs which go far beyond a single training-shot.
We asked Remko Verheul – Global Head of HR at Travix International and previous Program Director of the Swarovski Academy – about his experience with the new platform and his forecast for the L&D industry.