Effective for training transfer! What is e-learning?
Effective for training transition! What is the use of e-learning for human resources training!
Hello, this is Yoda of Tatsuno Information Systems Tokyo Team. This is Yoda from the Tokyo team of Tatsuno Information Systems. The spread of the new coronavirus is still unpredictable, but I hope everyone is doing well.
In this article, based on Diamond's "Introduction to Training and Development: Theory and Practice of Training Transition," I would like to introduce the characteristics of training transition and the efforts required to achieve it.
The theme of this article is "How can we take what we learn in training and put it into practice in the field, and link it to results?" We will discuss the future of in-house training programs under the difficult theme of "How can we put what we learn in training into practice and link it to results in the field? We look forward to your continued support in this issue.
Table of Contents
What exactly is training transfer?
2. what are the necessary steps to achieve training transfer?
3. using e-learning to enhance the effectiveness of training transfer
Conclusion
What exactly is training transfer?
Transfer of Training is the process by which the knowledge and skills learned in a training program are actually put into practice in the workplace, and the effects are sustained. However, this is difficult to achieve in reality, and there is an abundance of so-called "leave-it-done" training programs.
Since its plain introduction in the book "Theory and Practice of Transfer of Training" (co-authored by Jun Nakahara, Kimitoshi Shimamura, Eichika Suzuki, and Masayasu Sekine, published by Diamond Inc. in 2018), training transfer has attracted a great deal of attention as a concept for applying learning to action.
Some people say loudly that what is learned in training is not useful in the field. It is true that many people who think, "I want to make use of what I have learned in the training in the field! However, the percentage drops to 12% six months later and to a surprising 9% one year later.
Three Barriers to Training Transition
To begin with, there are three major barriers to training. The following is a brief description of the three barriers.
The Memory Barrier
The memory barrier is the barrier of not being able to remember anything that was learned in the training. If you simply attended the training without preparation or review, you are likely to be held back by the memory barrier.
Have you ever heard of the Ebbinghaus forgetting curve? This is a graph that shows how human memory changes over time.
We are forgetful creatures; we forget less than 70% of our memories in a day. What if you are a "learner"? How well do you remember what you learned in past training sessions? People are incredibly forgetful creatures.
No. 2. the barrier of practice
The barrier to practice is the question of whether or not learners will actually try what they have learned in the training. There are two types of barriers to practice: the motivation problem, which is whether learners will willingly try what they have learned in training, and the "opportunity problem," which is whether they will actually be given the opportunity to try it out.
To enhance the former, it is important for the instructor to encourage the participants to increase their self-efficacy at the end of the training. For the latter "opportunity problem," it is necessary to inform and involve the participants' supervisors.
One of the factors that most influence training transition can be the attitude and support of the participants' supervisors and colleagues. Let's do it! (self-efficacy).
3. Barriers to Continuation
The barrier to continuity is "how to put into practice what you have learned in the training and whether or not you can continue to do so. In order to continue practicing, it is necessary to maintain motivation and to create opportunities and work environments that allow for continuity. I, and you, are "fragile beings. Even once you start, you need to have a strong will to keep practicing.
Efforts required to achieve training transition
In the first place, training is not an objective to learn, but a means to change behavior. If "behavior" cannot be changed as a result, there is no point in training. Therefore, companies must develop meaningful training programs to develop their employees. So, what should companies do to enhance training transfer (putting into practice what was learned in the training)?
Involve supervisors.
The key to training transfer is how to involve company leaders and colleagues, who have a great influence on workplace practices, and how to gain their understanding and support.
The most important key to a successful training transition is to involve the supervisors in the workplace. Specifically, you need to compel the supervisor to be deeply involved in the training, to participate in some of the training, and to run the training side-by-side with the supervisor and subordinates. It is also important for the supervisor to review the training with the participants periodically, such as three months, six months, or one year, to check on behavioral changes and reflect on the training together.
What and how to learn? is important, but "Who is involved and engaged?" is also more important. Who is involved in your training? Does your training program have the understanding of the top management of your workplace?
Follow-up and evaluation before, during, and after each phase of training
In order to clearly recognize and realize the training transition, it is necessary to devise a series of measures in each of the phases of "before, during, and after training.
Before training
Before the training course, the reason and purpose of the training course should be explained to the trainees. This pre-training explanation not only has a significant effect on the motivation of the participants, but also facilitates follow-up and evaluation after the training.
During the training
The training should be interactive and participatory. Set the correct goals that will lead to action after the training.
After the training
To be utilized in the field, with regular reinforcement of support and feedback by supervisors and peers.
Consider training and measuring effectiveness "the four-step Kirkpatrick model."
Many companies conduct a questionnaire immediately after training and use the results as the training evaluation. However, the effectiveness of training decreases over time. Therefore, a one-time evaluation immediately after the training is not sufficient to determine the level of understanding of the trainees.
So, at what timing should training evaluations be conducted? Kirkpatrick's "4-step evaluation model" is a useful reference for considering the timing and method of training evaluation. This model divides the process of training results into four categories: reaction, learning, action, and outcome. In training transition, changing the behavioral level of these four stages onsite is a major point in facilitating training transition.
E-learning is used to increase the effectiveness of training transition!
E-learning is a form of learning that uses computers, tablets, and smartphones to learn over the Internet. Learning content, such as videos stored on a server (learning management system), is delivered to students who take courses using computers, tablets, smartphones, and other mobile devices with Internet access.
learningBOX has a full range of functions necessary to realize training transitions!
Iterative and Reversal Learning as a Way to Overcome Memory Barriers
Repetitive learning is a learning method in which the content of a training course is reviewed many times to consolidate the knowledge in the memory. Reversal learning, on the other hand, is a learning method in which participants prepare for a lecture before attending a training course to improve their understanding of the course content and increase the effectiveness of exercises and role-playing.
The learningBOX allows you to proceed with training and learning at your own pace, regardless of where, when, or what you are learning. The quiz function allows you to focus on the knowledge and skills you need to do your job, and you can study them over and over again.
➡learningBOX features
Message Box function for overcoming practical barriers
learningBOX allows easy communication within the system. You can easily exchange messages with members registered in your account, and use it to check the level of understanding of online learning. multiple people can write to one conversation, so you can communicate with members without spending time and effort.
➡learningBOX message box
Gamification is the key to overcoming barriers to continuity
By incorporating gamification, learningBOX can create a system that motivates learners and makes it fun to work on until the end. For more details, please refer to this article.
➡Introducing techniques for creating e-learning materials to motivate learners!
Click here for an article on in-house training using learningBOX.
⇒ Introducing in-house training for new employees using e-learning
⇒ Security training using e-learning to prevent information leaks
⇒ E-learning system that can be started free of charge
Conclusion
In this article, based on Diamond's "Introduction to Training Development: Theory and Practice of Training Transition," we introduced the characteristics of training transition and the efforts required to achieve it.
Training in the future will depend on the type of industry and type of work as a countermeasure against new coronavirus sensitivity, but teleworking and other work styles are expanding. In training, we need to avoid "three-second" training sessions, and traditional group training has become difficult. Online training will become the mainstream. Until now, online training has mainly consisted of watching videos. However, input alone is not enough to create the "training transition" described above.
LearningBOX does not require computer knowledge! Even if you are not familiar with the system, you can easily create an in-house training tool with rich content. You can look back and provide feedback to improve the training process. Please try the free plan first to see how easy it is to use!
References: Introduction to Training Development "Training Transfer" Theory and Practice Book: Jun Nakahara, Kimitoshi Shimamura, Echika Suzuki, Masayasu Sekine