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Transfer of Training
 

Transfer of Training

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Information for LATI supervisors to help them plan for their LAs' success

Information for LATI supervisors to help them plan for their LAs' success

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  • Actutally, supervisor's behavior effects siginificantly employee's behavior. I just start the research about the manager's behavior on the Human Resources Developmennt. Slide #6 to #9 suggest me one of perspective for my research. Tank you!
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  • This is helpful - Thank you! My favorite slide was #9 as it had clear ideas of what I can do to help my LA.
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    Transfer of Training Transfer of Training Presentation Transcript

    • Transfer ofTrainingHow to Help Your StaffTranslate What They LearnInto What They Do
    • LATI is a Big Investment! Your LA‟s time Your time and energy, as well as that of your other staff while your LA‟s away Time and effort of trainers, feedback providers, and others from around the state to make the program happenHow can you get the best return on that investment?
    • Transfer of Training is a Partnership Participant TrainerSupervisor
    • Whose job is it? Participant: responsible for his or her own learning Supervisor: reinforces the learning Trainer: facilitates transfer by designing activities into the training that involve work „back at home‟  That’s why so many of the assignments involve conversations with you, feedback from you, observations of colleagues, and so on!
    • Who do you think is mostimportant to the transfer process?
    • What the Research* ShowsAbout Who Has the most Influence: Before During After Training Training TrainingSupervisor X XParticipantTrainer X So, your role is critical! *Dr. Mary L. Broad and Dr. John W. Newstrom
    • What are the most common barriers to transfer of training? Lack of reinforcement on  Feeling uncomfortable with the job (nobody cares if you change (the old way was do it or not) more comfortable, easier) Interference from the  Separation from the trainer environment (pulled in too (lack of confidence, maybe many directions) training didn‟t provide enough practice) Non-supportive organizational climate  Negative peer pressure (organization does things (“Why are you spending so differently) much time on that [new skill], can‟t you see how Training that isn‟t on target busy we are?”) (wanted practical tips but got all theory instead) Isn’t it a wonder we ever learn anything new?
    • Relapse Prevention: How You Can Help1. Recognize that lapses are 4. Plan and conduct „fire inevitable drills‟  No one does it right the first time  When and where are lapses likely?  Encourage them to keep trying  What supportive resources are available?  Strategize to keep lapses from becoming permanent2. Identify predictable problems 5. Follow up back on the job  Time pressures  Uncooperative colleagues  Individual learner tracks accomplishments  Self-doubt  Group of learners provide mutual support  Lack of adequate support  Supervisor provides encouragement and reinforcement3. Analyze staff‟s coping skills Managing time and priorities 6. Recognize that relapse is likely when:   Communicating clearly  Learner is under stress  Collecting data  Post-training environment is unpredictable  Developing a support network  Initial lapses are considered disastrous  Celebrating accomplishments  Supervisory support is inadequate
    • What else can you do to support transferof training? (a few ideas) Before During After •Tell them it‟s a growth •Protect their time from •Immediately assign LAs opportunity for interruptions to projects requiring themselves and the them to use their new system skills •Set clear performance •Shift their workload •Give immediate positive expectations temporarily reinforcement for using new skills on the job •Make sure they have •Meet with them regularly •More than one LA from adequate time, and ask about what your system? Encourage technology, etc. they‟re learning them to network •Connect them to a •Participate actively by •Set clear expectations mentor who‟s been providing feedback and of increased through LATI meeting deadlines performance •Schedule regular •Ask them to tell others •Ask LA to teach others meeting times about their experience something they learned at LATI—for example, in LATI—maybe a report at a staff meeting refresher for the rest of the staff
    • In Short, Transfer of Training: Is a partnership between participant, supervisor, and trainer Supervisor has the most influence on transfer before and after training Many barriers get in the way, but you can remove some of them! Plan now to help your LA be successful back on the job!
    • Thanks for everything you do to make your LA successful! Please let us know how we can help you! Gail Griffith, LATI Coordinator: laticoor@gmail.com Laura Allen, LATI Virtual Assistant: laura@wowva.com