Improving Learning Transfer in Organizations features contributions from leading experts in the field learning transfer, and offers the most current information, ideas, and theories on the topic and aptly illustrates how to put transfer systems into action. In this book, the authors move beyond explanation to intervention by contributing their most recent thinking on how best to intervene in organizational contexts to influence the transfer of learning. Written for chief learning officers, training and development practitioners, management development professionals, and human resource management practitioners, this important volume shows how to create systems that ensure employees are getting and retaining the information, skills, and knowledge necessary to accomplish tasks on the job. Improving Learning Transfer in Organizations addresses learning transfer on both the individual and organizational level. This volume shows how to diagnose learning transfer systems, create a transfer-ready profile, and assess and place employees to maximize transfer. The book includes information on how to determine what process should be followed to design an organization-specific learning transfer system intervention. The authors focus on the actual learning process and show how to use front-end analysis to avoid transfer problems. In addition, they outline the issues associated with such popular work-based learning initiatives as action learning and communities of practice, and they also present applications on learning transfer within e-learning and team training contexts.

Cyril Kirwan's book addresses this critical issue at a number of levels. Firstly, it explores what learning transfer actually is (it's about application of learning back at work, as well as maintenance of that learning over time). Secondly, it describes the main factors that affect transfer, in terms of trainee characteristics, training design factors, and work environment characteristics. It also examines how those factors exert their effect, which ones are more important, how they interact with one another, and in doing so constructs a practical learning transfer model for practitioners. The book also describes in some detail what the various factors working for or against learning transfer look like in practice. Finally, using case studies, it points the way towards what can be done before, during and after training to improve the rate of transfer.

Improve learning transfer in your organisation with this book which provides a step-by-step methodology for facilitating genuine behavioural change and accountability back in the workplace.

Author is an alumna of Evanston Township High School, class of 1944.

Addressing the critical issue of knowledge transfer within an organization, this book offers practical advice on how to structure the transition of documented information and the even more valuable non-documented knowledge that outgoing staffers have-before it leaves with them.

In today's constantly changing business environment, capable people are crucial to an organization's success, and developing their capabilities through training, learning and development initiatives is a major investment. While measuring the return on that investment is important, attempts to do so are much less valuable if they are not accompanied by a clear understanding of all of the factors than can affect the application of new skills and knowledge on the job - in other words, a clear understanding of what affects learning transfer. So, if organisations are to remain competitive, and develop the highly skilled people that will contribute to their future performance, improving learning transfer should be a priority. Cyril Kirwan's book addresses this critical issue at a number of levels. Firstly, it explores what learning transfer actually is (it's about application of learning back at work, as well as maintenance of that learning over time). Secondly, it describes the main factors that affect transfer, in terms of trainee characteristics, training design factors, and work environment characteristics. It also examines how those factors exert their effect, which ones are more important, how they interact with one another, and in doing so constructs a practical learning transfer model for practitioners. The book also describes in some detail what the various factors working for or against learning transfer look like in practice. Finally, using case studies, it points the way towards what can be done before, during and after training to improve the rate of transfer. This highly practical book will help trainers, development specialists and line managers ensure that their training is about real outcomes and not just inputs.