This document summarizes the findings of a global study on how companies transfer learning from training programs into workplace behaviors. Some key findings include: 1) While most companies assess learning needs through performance reviews, 8% conduct no assessment; 2) The Kirkpatrick model is commonly used to assess learning effectiveness but 18% use no measures; 3) Only 53% believe individuals recognize the importance of applying learning, showing room for improvement in developing a learning culture. The study provides insights to help organizations better support learning transfer into on-the-job performance.
3 Es of Learning and Development and the 70-20-10 model .
What methods should an organisation provide to its people so that the cumbersome and outdated Single Event Based learning model can be updated to give a fast delivering, ingrained learning to the employees?
The 70:20:10 model, therefore, provides a variety of tools for Learning and Development professionals, an approach just as comfortably applicable and appropriate to SMEs as it is to multinational corporations.
I am sharing an insightful Report written by our CEO Reuben, titled “Learn to Work, Work to Learn”.
For a discussion, you can drop him a mail at reuben@pexitics.com / call him at +91 73496 62322
Gender Equality Workshops by Encompass HK Benita Chick
The workshops will provide the language, practical tools and tips for companies to effectively incorporate considerations of gender equality and inclusion considerations in their policies, programs and practices, and across the organization. In our workshop we not only focus on why and how we want to achieve gender equality but also the business case on how achieving these goals. We’ll give concrete examples on how companies can benefit from achieving gender equality.
3 Es of Learning and Development and the 70-20-10 model .
What methods should an organisation provide to its people so that the cumbersome and outdated Single Event Based learning model can be updated to give a fast delivering, ingrained learning to the employees?
The 70:20:10 model, therefore, provides a variety of tools for Learning and Development professionals, an approach just as comfortably applicable and appropriate to SMEs as it is to multinational corporations.
I am sharing an insightful Report written by our CEO Reuben, titled “Learn to Work, Work to Learn”.
For a discussion, you can drop him a mail at reuben@pexitics.com / call him at +91 73496 62322
Gender Equality Workshops by Encompass HK Benita Chick
The workshops will provide the language, practical tools and tips for companies to effectively incorporate considerations of gender equality and inclusion considerations in their policies, programs and practices, and across the organization. In our workshop we not only focus on why and how we want to achieve gender equality but also the business case on how achieving these goals. We’ll give concrete examples on how companies can benefit from achieving gender equality.
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
The Business Case: Evaluating Employee Engagement and Alignment with Organisa...The HR Observer
• Understanding the correlation between engagement levels and business performance
• How to establish employee engagement as a critical driver of business success
• Ensuring alignment throughout different phases and layers within the business
• Moving engagement from an add-on activity to core business driver
Rebecca Jeffs, Head of Talent and Reward, Serco
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
Today, HR management is going through a change, especially with the covid norms, work from
home, and digitalization workforce is emerging. This affects the way HR leaders' processes, but
they are keeping the work organized for the company and the employees superbly. They are now
more involved in taking care of the physical, emotional, and social care of the employees. They
have well adapted to this change as their strength of communication skills becomes crucial in
these times.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Leadership Development Program Impact on Employee RetentionShawn C. Petty
(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
The Business Case: Evaluating Employee Engagement and Alignment with Organisa...The HR Observer
• Understanding the correlation between engagement levels and business performance
• How to establish employee engagement as a critical driver of business success
• Ensuring alignment throughout different phases and layers within the business
• Moving engagement from an add-on activity to core business driver
Rebecca Jeffs, Head of Talent and Reward, Serco
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
Today, HR management is going through a change, especially with the covid norms, work from
home, and digitalization workforce is emerging. This affects the way HR leaders' processes, but
they are keeping the work organized for the company and the employees superbly. They are now
more involved in taking care of the physical, emotional, and social care of the employees. They
have well adapted to this change as their strength of communication skills becomes crucial in
these times.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission:
To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision:
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer's aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements:
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Leadership Development Program Impact on Employee RetentionShawn C. Petty
(OSTICON 2015 Presentation by Dr. Tunde Ogidan, Brownsville ISD) ~ This session will provide an understanding of how leadership development programs aid with reducing the turnover rate to help employers retain good employees and sustain their programs.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
The identification of training needs has been done by keeping the individual and organization as the base point, in this second part of the slide of lesson “Training Needs Analysis” brought to you by Welingkar’s Distance Learning Division, explained is the Analysis of Training, its needs individually, inside a group etc.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
Join us on Facebook: http://www.facebook.com/welearnindia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
This PowerPoint presentation, titled "HR for Non HR: Learning & Development (L&D)," is designed to provide non-HR professionals with an understanding of the significance and components of L&D in the workplace. The deck covers topics such as the importance of acquiring new skills, the ongoing process of enhancing individual and organizational performance, and key facts highlighting the value of L&D. It also delves into the components of learning and development, including learning, development, training, and education. The presentation emphasizes the need for organizations to prioritize L&D to foster a culture of continuous learning, innovation, and adaptability.
Periyar University MBA Project Report PDF Download Learning and Development a...DistPub India
Exploring Learning and Development: Periyar University MBA Project Report Analysis
Description:
Unlock the comprehensive analysis of Learning and Development strategies with the Periyar University MBA Project Report PDF download. Delve into the depths of this insightful report brought to you by the DistPub Team.
Are you a management enthusiast looking to grasp a better understanding of Learning and Development practices? Look no further! This meticulously prepared MBA project report provides an in-depth analysis of the strategies employed in the context of Periyar University.
The report encompasses a wide range of topics related to Learning and Development, shedding light on effective methodologies, case studies, and emerging trends. Whether you're a student aiming to gain academic insights or a professional seeking practical knowledge, this project report offers valuable insights that can be applied across various industries.
Tailored to cater to the needs of those seeking specific information about Learning and Development, the DistPub Team ensures that you receive a customized MBA project report that aligns with your requirements.
Why wait? Elevate your knowledge and understanding of Learning and Development by accessing the Periyar University MBA Project Report today. With the expertise of the DistPub Team at your disposal, you're just a click away from a wealth of knowledge that can shape your academic and professional journey.
Common misconceptions about employee surveys in organizations and how decision makers may overcome them. The case for design and customization to context is contrasted with standard surveys with a few examples from professional experience.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
Latino Buying Power - May 2024 Presentation for Latino CaucusDanay Escanaverino
Unlock the potential of Latino Buying Power with this in-depth SlideShare presentation. Explore how the Latino consumer market is transforming the American economy, driven by their significant buying power, entrepreneurial contributions, and growing influence across various sectors.
**Key Sections Covered:**
1. **Economic Impact:** Understand the profound economic impact of Latino consumers on the U.S. economy. Discover how their increasing purchasing power is fueling growth in key industries and contributing to national economic prosperity.
2. **Buying Power:** Dive into detailed analyses of Latino buying power, including its growth trends, key drivers, and projections for the future. Learn how this influential group’s spending habits are shaping market dynamics and creating opportunities for businesses.
3. **Entrepreneurial Contributions:** Explore the entrepreneurial spirit within the Latino community. Examine how Latino-owned businesses are thriving and contributing to job creation, innovation, and economic diversification.
4. **Workforce Statistics:** Gain insights into the role of Latino workers in the American labor market. Review statistics on employment rates, occupational distribution, and the economic contributions of Latino professionals across various industries.
5. **Media Consumption:** Understand the media consumption habits of Latino audiences. Discover their preferences for digital platforms, television, radio, and social media. Learn how these consumption patterns are influencing advertising strategies and media content.
6. **Education:** Examine the educational achievements and challenges within the Latino community. Review statistics on enrollment, graduation rates, and fields of study. Understand the implications of education on economic mobility and workforce readiness.
7. **Home Ownership:** Explore trends in Latino home ownership. Understand the factors driving home buying decisions, the challenges faced by Latino homeowners, and the impact of home ownership on community stability and economic growth.
This SlideShare provides valuable insights for marketers, business owners, policymakers, and anyone interested in the economic influence of the Latino community. By understanding the various facets of Latino buying power, you can effectively engage with this dynamic and growing market segment.
Equip yourself with the knowledge to leverage Latino buying power, tap into their entrepreneurial spirit, and connect with their unique cultural and consumer preferences. Drive your business success by embracing the economic potential of Latino consumers.
**Keywords:** Latino buying power, economic impact, entrepreneurial contributions, workforce statistics, media consumption, education, home ownership, Latino market, Hispanic buying power, Latino purchasing power.
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
1. MAKING LEARNING
STICK IN ACTION
A global insights study into how companies
transfer learning into workplace behaviour
2. INTRODUCTION
The belief that training in isolation rarely yields long-term behaviour change and improved performance is increasingly
common. Maximising return on training investment is a much talked-about topic and there is a wealth of information
available about the effectiveness of learning, yet little is documented about what organisations are actually doing
today to ensure learning ‘sticks’.
Prior to launching the MAKING LEARNING STICK IN ACTION global study, TMI researched and analysed
a wide range of insightful third party reports focusing on how people learn and the implications for Learning and
Development and Human Resources. This research study took a different approach to the topic of learning and
conducted a detailed analysis of the process of effective learning transfer, firstly looking into behaviour and then, and
more importantly, into workplace performance and bottom line results.
Through our extensive research, insights gained from this in-depth study and over six decades of
practical experience working with clients around the world to develop and embed sales, leadership and personal
effectiveness capability, TMI has fine-tuned its approach to implementing and achieving effective learning transfer.
These findings inform a model that succinctly communicates five core components we believe are required to Make
Learning Stick and positively impact business results.
TMI ‘Making Learning Stick’ Model
About This Study
TMI Definitions: Effective Learning Transfer (‘Making Learning Stick’)
The successful application and implementation of learning and learning behaviour into the workplace, measured by
the degree that it positively influences Leadership & Employee behaviour, attitude and skills that enhance business
performance.
The Areas Covered
• Organisational Perspective
How organisations address and measure the effectiveness of learning transfer into the workplace.
• Social Learning
How learners share their new skills and knowledge in the workplace.
• Workplace Support
How line managers provide support to learners and assist with the transfer of learning into the workplace.
• Workplace Application by the Individual
How learning is directly applied into the workplace and the role of the individual.
• Learning Feedback and Recognition
How learners receive recognition for successfully transferring their learning into the workplace.
2
3. INTRODUCTION
The TMI MAKING LEARNING STICK model, informed and authenticated by these research areas, provides the
structure and direction for this insights report. Through this study we have sought to validate our findings and
discover new perspectives that can inform its on-going development and enhance its value to professionals
responsible for the development of people and teams.
Who Will Benefit From These Insights And Why?
Through a greater awareness and a stronger understanding of how to make learning stick, organisations and
individuals will be better equipped to align behavioural performance and translate this to improved business
performance. The responsibility for ensuring effective and sustained transfer of learning does not lie solely with L&D
and HR departments; it is the responsibility of everyone within an organisation, including the learners themselves.
This study aims to provide practical, easy-to-implement ideas to help transfer, embed and sustain learning.
Additionally, the insights provide strategic focus and refreshed perspective on the importance of learning transfer in
improving the overall impact of learning interventions across businesses. It is through an holistic focus on learning as
a continuous journey that positive personal change and improved business performance can be realised.
The insights of this study will be of great value to HR and L&D professionals as well as any leader or manager
responsible for the growth and development of their teams.
Executive Summary
The good news is that Making Learning Stick is something that everyone feels is
an important organisational activity. The key highlights from the study will provide
some initial food for thought. Further insight and commentary supporting the
findings can be found throughout the report.
• In terms of measuring learning effectiveness, the Kirkpatrick model remains the most commonly used device (66%
of respondents). Over a quarter of respondents said that the effectiveness of learning was assessed by the impact
on sales and over a third measure the impact by the effect on customer satisfaction.
• 15% of learners are ill-prepared and have had little or no discussion with their line-manager regarding objectives,
focus areas or indeed the reasons for their participation in the learning intervention. Only 20% of managers always
communicate intentions prior to learning.
• The results indicated that 37% of respondents are not particularly happy or very dissatisfied with the level of
support their line managers provide to maximise learning transfer to the workplace.
• The findings of this survey say, significantly, that 78% of learners are motivated or very motivated to develop
themselves. This is an important part of the battle already won for those leading team development.
• The fact that just 53% of respondents believe that individuals in their organisations recognise the importance of
applying learning to the workplace has huge ramifications for the return on the investment made on any learning
undertaken. This is further supported by 52% of respondents saying they were neutral or dissatisfied with how
their colleagues apply their learning.
• The top three activities that organisations have in place to recognise effective learning transfer has taken place are:
Post learning conversations with line-managers (60%), on-the-job coaching (52%) and the implementation of KPI
linked personal development plans (48%).
• From results it is clear that most organisations surveyed do not have a learning culture where the contributions of
individuals are acknowledged, encouraged or recognised. Something for leaders and managers to address as a
matter of importance.
In a
nutshell
3
4. 4
WHO RESPONDED
TO THE SURVEY
33countries 734respondents
27industries
DENMARK
UK
SPAIN
AUSTRIA
CAMBODIA
HUNGARY
LUXEMBOURG
ITALY
ROMANIA
ISRAEL
GREECE
SWITZERLAND
GERMANY
CANADA
PHILIPPINES
PORTUGAL
AFGHANISTAN
AUSTRALIA
MOLDOVA
INDIA
AFRICA
SOUTH
USA
INDONESIA
MALAYSIA
BOTSWANA
SINGAPORE
BRAZIL
NETHERLANDS
POLAND
SERBIA
THAILAND
TURKEY
UAE
Departments Learning and Development and Human Resources
Sales, Marketing and Customer Service
Management and Operations
Other
5. 5
WHO RESPONDED
TO THE SURVEY
1yr
8%
3-10yrs
41%
1-2yrs
15%
10yrs
36%
Time With
Organisation
77% of respondents have
worked in their organisations
for three years or more –
indicating a strong level of
quality responses, informed
by sound understanding and
significant experience of their
organisation’s perspective on
learning.
Level Of Seniority
With 75% of respondents working in mid-level to C-Suite leadership roles, we can assume that the majority of our
survey participants are held accountable to some degree for developing skills, coaching behaviours, and reviewing
the performance of their people. Equally however, the views of team members are valuable in gaining insight into
how L&D is perceived throughout organisations.
45%
30%
25% Team Members and Contributors
Middle Level Leader Managers
Top Level Leadership
6. 6
THE ORGANISATIONAL
PERSPECTIVE
The belief that People are an organisation’s most important asset is conveyed within
many corporate values today. Having a clear organisational strategy for people
development demonstrates meaning, substance and leadership commitment to
these values.
When undertaking extensive research, both from the academic world as well as from
TMI’s global client assignments, it becomes clear that when there is organisational
alignment between strategy and culture any learning that takes place is more likely to
transfer into the workplace and positively impact business results.
The Making Learning Stick in Action survey questioned the organisational perspective – aiming to discover
how organisations today assess the learning needs of their employees, identify the measures and processes
most commonly used, ascertain how well organisations connect learning and development with performance
improvement in the workplace and seek opinions on how satisfactory the performance improvement derived from
learning transfer is believed to be.
Assessing Learning Needs
When it comes to how organisations assess their learning needs, 57% of our survey respondents said they relied
on the performance review process, closely followed by nominations for training from their departmental heads to
determine this. 8% of respondents undertook no assessment at all establishing their learning needs.
This is clearly an area for development; if it is accepted that personal development positively impacts on business
performance, then it is important that organisations employ logical and personal assessment processes to
accurately identify development areas that will contribute to growth.
Our experience working with clients across industries and regions ratifies the importance of this process. The most
tailored and effective solutions are always preceded by an effective assessment. Whether the solution is an open
course or a comprehensive academy, that initial assessment is paramount to success.
The Measures Most Commonly Used For Assessing Learning
Effectiveness
66% of respondents stated that the Kirkpatrick model is the most commonly used method to assess the
effectiveness of learning interventions. We also learnt that the impact of learning is frequently assessed through its
effect on sales and customer satisfaction.
Importantly, however, 18% of respondents detailed that no measures are used for assessing learning effectiveness.
The organisations who do have measures in place to assess learning effectiveness indicate that many of their
measures are short term. There is significant scope for businesses to take a strategic look at how they measure
learning effectiveness and ensure learning outcomes are linked to sustainable business change and performance
improvement.
Level 1
Reaction
Level 2
Learning
Level 3
Behaviour
Level 4
Results
Kirkpatrick Learning Evaluation Model
7. 7
THE ORGANISATIONAL
PERSPECTIVE
Top 3 Processes Used To Measure The Effectiveness Of Learning
Other processes included the use of company intranet, as well as testing, surveys and certification processes.
Connecting Learning With Performance Improvement In The Workplace
Whilst the majority of respondents agreed
or strongly agreed with the statement
presented, it is a concern that
a quarter of respondents TMI surveyed don’t
believe that this is the case.
Furthermore, when asked how satisfied
respondents were with the performance
improvement derived from the transfer
of learning within their organisation, 41%
indicated dissatisfaction. This significant
percentage may indicate that organisations
could be doing more to ensure learning is
transferred successfully to the workplace, or
that their current activities are not perceived
to be effective in achieving desired
performance outcomes.
75%
Agree
18%
Disagree
My organisation connects individual
learning and development with
performance improvement in the
workplace.
1. Performance Reviews
2. Learning Attendance Records
3. LMS (Learning Management System)
57%
43%
43%
59%
36%
5%
7%
Strongly Disagree
8. 8
SOCIAL LEARNING – WORKPLACE
REINFORCEMENT PROCESSES
Social learning takes place when we take on new ideas through observation and
discussion, fostering a learning ‘community’. According to the Top 5 Corporate Learning
Trends for 2016, “80% of all corporate learning takes place via on-the-job interactions
with peers, experts and managers.*” As Generation X (and Y) become the majority of
our workforce, having processes and resources available for encouraging and ensuring
sharing of knowledge and skills, or ‘BRAINSHARE’ is key.
TMI sought to discover how organisations encourage their employees to share learning
in the workplace, gain an understanding of the social learning tools and processes used within organisations today
and ascertain both appetite for and consumption of social learning tools by questioning the frequency of their use.
What Social Learning Tools And Processes Do Organisations
Currently Use?
Frequency Of Use
Despite the availability of a variety of tools and processes to share learning within organisations, it is crucial to note
the extent to which they are used and not assume all are used with regularity. Whilst 75% of respondents confirmed
that team meetings are an encouraged method of promoting social learning in their organisations, just 59% do this
frequently. In the case of on-the-job coaching, whilst 68% of respondents have this process in place, only 23% use
this method all the time.
Formal learning accounts for 10% of what we learn, informal learning is organic, happens as part of everyday and is
learner-centric – given that it is the learner who decides what they learn and when, with the respect of their peers as
the only recognition they receive. The value of social learning should not be underestimated – it is neither expensive
or overly time consuming, yet the impact on learning transfer can be significant for the learner and their peers.
* Reference: Infographic - ‘Top 5 corporate learning trends for 2016’, Knowledge anywhere.com. Original source: Bersin.com – Blog Post
- Informal-Learning-becomes-Formal
Team Meetings 75%
On-the-Job-Coaching 68%
Informal Conversations 57%
Coaching Partner 49%
Learning Mentor 47%
Company Intranet 46%
Additional processes such as teach-back sessions, short
sessions to share skills and lunch time learning sessions are
beginning to populate social learning behaviour.
9. 9
WORKPLACE SUPPORT
Knowledge that we have all gleaned from plentiful studies – dating back to
1885, when German psychologist Hermann Ebbinghaus’, ‘Forgetting Curve’ first
demonstrated how information is lost over time when there is no attempt made to
retain it – and our own research and practical experience, tells us that little or no
involvement by the line manager dooms the transfer of learning from ever taking
place. Now more than ever their role becomes critical as they determine the success
of learning transfer into behavioural patterns that either promote or limit workplace
performance and ultimately business results.
TMI’s survey set out to determine how line managers in organisations today are providing support to learners and
assisting in the transfer of learning into the workplace. Additionally, the survey posed questions to ascertain how the
line manager’s role and responsibility for supporting learning is perceived.
The Most Common Practices Of A Line Manager’s Support
The top 5 practices used by managers to provide workplace support are:
It is not unexpected that team meetings were found to be the most common practice for providing workplace
support. Most line managers opt to take advantage of team meetings by discussing learning, performance and
results as one group to save time.
Team Meetings 75%
One To One Meetings With Colleagues 60%
One To One Meetings With Line-Managers 54%
Coaching 54%
Review Of Post Training Action Plans 24%
Coaching
Managers who do provide on-the-job coaching can
immediately identify what is going right for an individual
and their performance as well as clarify areas for future
focus, development and change. Coaching is key to
ensuring team objectives or KPIs are achieved.
The TMI survey drilled down for further detail in the area
of on-the-job coaching, specifically to uncover opinions on the effectiveness of the coaching that takes place in the
respondent’s organisations. Just over 47% of those surveyed indicated that they were dissatisfied or ‘not particularly
happy’ with coaching effectiveness.
At TMI, we believe on-the-job coaching and support is currently the most effective way that the line managers
influence learning transfer, behaviour change and performance improvement. Having a kitbag of tools, ideas and
techniques that managers can access to prompt, reinforce and champion sustainable learning will ensure the
investment pays off. Line managers require coaching skills across the board if desired ROI is to be achieved.
10. 810
WORKPLACE SUPPORT
Line Manager Pre And Post Support
The study raised questions regarding line manager involvement before and after a learning intervention.
Before any learning
intervention, do line-managers
communicate the reason(s)
for attending with
the individual?
On a positive note, these results
indicate that a fifth of managers always
communicate intentions prior to learning
and 36% mostly get to it.
In our experience many participants
have had little by way of discussion with
their line manager about expectations,
objectives, areas to focus attention
on – or indeed their reasons for their
attending a learning intervention.
This often leaves them ill-prepared and
unclear on why it’s important for them
to commit their time and energy to
learning.
Don’t know
2%
Mostly
36%
Sometimes
27%
Always
20%
Rarely
13%
Never
2%
Essential Behaviours
When it comes to ‘essential behaviours’, some managers struggle to interpret and articulate the behavioural
changes an individual should demonstrate in order to improve their performance and be successful in their role.
This results in individuals – 23% according to our results – almost having to guess how they should change their
behaviours as a result of their learning and ‘feel their way’ towards success.
With these statistics in mind, the survey also provided some insight into opinions on line manager involvement.
81% of respondents agreed, or strongly agreed that it is important for line managers to engage in PRE-Training
discussions and coaching with learners, in order to maximise return on investment in training.
85% of respondents also agreed, or strongly agreed, that it is important for line managers to engage in POST-
Training discussions. Despite this significant majority confirming its importance, our results indicated that in the
current reality this isn’t always carried out.
Line Manager Responsibility For Learning Transfer
The survey results indicated 37% of people were not particularly happy or were very dissatisfied with the level of
support line managers provide to maximise learning transfer. A significant 32% of people responding had a neutral
reaction to this question, possibly indicating a lack of awareness around the importance of this process. Many
respondents shared opinions on why line manager support is lacking when it comes to learning transfer. These
comments, made anonymously, represent the flavour of their views.
11. 911
WORKPLACE SUPPORT
“Managers don’t recognise the need and
the value of pre and post training support.
Part of my role is to get their buy in, but
it’s very difficult to do that in an FMCG
environment.”
“Line managers are
very focused on
business objectives
and lack time for
learning transfer.”
“Overall – they intend well but very often
succumb to operational pressures, thus, the
support level becomes erratic (on the whole)
instead of being intentional about it.”
“There is too much variability in this activity. Some are excellent some
are not. There should be a “DNA” which runs through our organisation
in terms of how we develop our people and managers need to know
how important a role they play. Organisations too often assume that
managers know to / know how to do this.”
“Generally, falls
to HR; Line
Managers are
too preoccupied
with functional
tasks and targets
and relatively
poor at man
management and
development.” “Not nearly enough support
training is given and then
the individual is expected
to know everything and left
on their own.”
12. Learner Motivation
In any learning intervention that an individual undertakes, their motivation will drive
their focus, how they utilise their learning, when and where they sustain their interest
and how they transform their learning into behaviour that will impact their performance
and contribution to business results. The focus for any kind of learning intervention or
process therefore must be learner-centric.
People are motivated to learn. They spend time in short, sharp bursts in and out of
work to learn more about the world they live in, their role in society, and how they can
enhance their own job satisfaction. They see learning as a means to enhance their
employability and career progression. When learners are aware of the essential behaviours they must deploy to be
successful in their role – and have had the opportunity to discuss and clarify the objectives to achieve them – they are
better equipped to put them into practice.
The TMI study aimed to find out about learner motivation in action. The survey asked what methods organisations currently
use to encourage learner motivation and how learning is directly applied into the workplace and job of the individual.
How Motivated Do You Believe Learners Are To Develop Themselves?
Ref: Top 5 Corporate Learning Trends 2016, Knowledge Anywhere.com
Top 5 Methods Used
Whilst organisations use a variety of tools to encourage learner motivation, our respondents indicated varying
degrees of satisfaction with the impact of use. Whilst 90% use intranet communications, just 48% were satisfied
with its impact on learner motivation. Similarly, whilst email invites were found to be the Number 1 method used in
organisations, only 60% of respondents were satisfied with their effectiveness.
Additional tools, used less frequently in respondent organisations, included mobile collaboration apps, screen
savers and posters. These lesser utilised tools also experience much lower levels of success when compared with
the top 5, with 32% or less finding these methods effective.
Clearly every working environment is different, and each organisation should identify and deploy the most
appropriate tools for raising awareness and learner motivation amongst their teams, in line with their organisation’s
culture. What appears to be true is that individuals can be more greatly encouraged to learn through personal,
targeted interactions rather than through remote or mass communications.
WORKPLACE APPLICATION
BY THE INDIVIDUAL
Not that
motivated
Neither motivated
or un-motivated
Motivated
7%
Use Email Invites
Use Group Briefings/Team Presentations
Use Intranet Communications
Use Show And Tells
Use Video Clips 79%
84%
90%
92%
97%
12
15% 78%
13. WORKPLACE APPLICATION
BY THE INDIVIDUAL
The Importance Of Pre-learning Preparation And Post Implementation
The survey posed questions about the learner’s preparation and whether learners recognise the critical importance
of applying their learning to the workplace.
Given that a fifth of survey respondents were ‘team members or contributors’, our findings that 43% are neutral
or dissatisfied that colleagues recognise the critical importance of applying learning in the workplace has huge
ramifications for learning transfer and ROI. This is further supported by 52% of respondents indicating a neutral or
dissatisfied response regarding how well individuals actually manage to apply their learning. There are a number of
potential reasons for this including;
• The learning is not appropriate.
• Learner motivation hasn’t been triggered by learning discussions with their line manager.
• They do not have the necessary tools or know-how to apply their learning.
• They see this as a further drain on their time.
• They do not see the connection between their learning and their performance.
The Importance Of Post-Learning Implementation And Application
How satisfied are you that
individuals recognise the critical
importance of applying their
learning into the workplace?
Satisfied 53%
Neutral 21%
Dissatisfied 22%
Don’t Know 4%
How clear are individuals,
prior to training, about the
specific behaviours they need
to develop to be successful?
How well you think individuals manage to apply
their learning into the workplace?
44%
24%
28%
There is an unsurprising degree of correlation between the data collected here and what was observed from the
feedback regarding the line manager’s role. Individuals without the benefit of a pre-learning conversation have less
clarity about what they need to achieve, are less likely to maximise the benefit from the learning, or indeed gain any
behavioural change that will influence their performance and their contribution to business results.
4%
13
?
?
Clear – 53%
Not that clear – 36%
Not important – 1%
Dont know – 6%
Not clear at all – 4%
14. LEARNING FEEDBACK
AND RECOGNITION
The impact of feedback on the achievement of performance goals
has been the subject of a great many studies by both academics and
educators alike. It has also been studied in the world of athletics. Frank
W. Dick OBE, former director of coaching for UK athletics, said that
there is a significantly positive impact on the learning and performance
of an individual in achieving their goals when they receive constructive
and positive feedback. The difference is remarkable when tested
against those who receive no feedback at all.
The Feedback Loop
Feedback underpins the celebration of success and the creation of new ways forward when things don’t go
according to plan. This is the feedback loop – it keeps performance in sight and the focus on what’s required.
Everyone needs feedback – it fortifies motivation, strengthens resolve and reinforces positive behaviours that build
results in the business.
There are many mechanisms that enable the feedback process to take place. Feedback can be both formal and
informal. The improvements as a consequence of feedback can be tracked so that individuals have a means of
reflecting on their learning journeys.
The survey aimed to identify what recognition learners receive for successfully transferring their learning into the
workplace and how their performance improvement is continuously tracked over a sustained period of time.
The top three most common processes that organisations have in place to
recognise effective learning transfer has taken place are:
The implementation of
personal development
plans that are KPI
related (48%)
Post learning
conversations with
line-managers
(60%)
On-the-job
coaching (52%)
COACH
14
15. LEARNING FEEDBACK
AND RECOGNITION
of respondents claimed
there are no activities in
place to recognise effective
learning transfer in their
organisation
17%
Respondents were in the main very satisfied or satisfied with the processes and activities they nominated with the
data indicating the following:
Post Learning Conversations With Their Manager
Satisfied 69%
Dissatisfied 31%
On-The-Job Coaching
Satisfied 85%
Dissatisfied 15%
Personal Development Plans Are Implemented and
Reflected In The Achievement Of KPI’s
Satisfied 64%
Dissatisfied 36%
COACH
15
16. LEARNING FEEDBACK
AND RECOGNITION
A Culture Of Recognition
The statement that “Culture eats strategy for breakfast” has been accredited to Peter Drucker (and others). The
culture of an organisation is what we describe as “The way and how things get done around here”: the written and
unwritten behaviours that demonstrate an organisation’s living values and/or brand DNA.
Having a culture of recognition means that people are connected by celebration, their contribution commemorated.
This also means that learning is encouraged as a means of growing and developing people’s roles, skills and
experience, such that it positively impacts the bottom line.
Over 50% of survey respondents stated that that their organisation does not have a recognition
culture.
Organisational leaders should see this statistic as a signpost, and a wake-up call. The impact of a recognition
culture can be significant – recognition is appreciated, highly effective and doesn’t require large investment – to
ignore such a practice is a missed opportunity. Respondents shared how their organisations recognise individuals
and teams and how satisfied they are with the processes. Their top 5 processes – with 86% of respondents either
satisfied or very satisfied with the impact on themselves and their organisation – are shown below. More of the
respondents’ ideas for recognition are shown opposite.
1. Recognition award ceremonies (in teams or across the organisation)
2. End of project events
3. Team meetings
4. Performance bonus and incentives
5. Praise by line manager
Improvement Tracking – How Do Organisations Know What Learning
Transfer Successes To Recognise?
46% of respondents indicated their organisations have improvement tracking processes, or tools, in place to
continuously feedback learning transfer successes. The following, shown in order, were the most common in our
respondents’ organisations:
1. Performance/talent reviews and individual
development plans
2. Learning Management Systems
3. KPI achievement and monthly monitoring
4. Corporate/team KPI planning and cascading of
objectives achieved
5. 360 degree feedback
6. E-learning platform
7. Training passports
86% of those were either satisfied or very satisfied with the impact of those processes on them and their
organisations.
Does the organisation
have a recognition
culture?
Yes
Don’t
Know
No
53%
30%
17%
16
17. LEARNING FEEDBACK
AND RECOGNITION
The Most Appreciated Tools Of Recognition
There are many ways in which employees’ learning successes can be recognised and we encourage all leaders to
consider their usage as part of the learning transfer process.
Survey respondents whose organisations use the methods below were highly satisfied with their effectiveness.
Organisational/Team
recognition ceremonies
80%
Satisfaction
Certificates of training
attendance given
79%
Satisfaction
Certificates of workplace
achievement given transfer
89%
Satisfaction
Intranet noticeboard
79%
Satisfaction
Congratulatory letter
from a senior leader
88%
Satisfaction
Rewards for achievements
e.g. Cinema tickets/ a day off
82%
Satisfaction
Learning achievement lapel pins
100%
Satisfaction
KPI and/or Performance
review documentation
78%
Satisfaction
17
18. CONCLUSION
To conclude, this Making Learning Stick in Action study set out to;
• Discover how business practitioners at all levels, and across various disciplines and industries, perceive and
implement learning transfer processes and practices.
• Explore and validate TMI’s Making Learning Stick model, to enhance it, and aid the effectiveness of learning and
development in business.
• Provide practical insights and suggestions for those responsible for the development of teams.
There is much to be learnt from the example of others and, whilst TMI’s experience – spanning almost 70 years and
countless industries – has provided a huge amount of background to the development of the Making Learning Stick
model, input and insight gained direct from industry globally is a vital part of the process and is forming a key part of
its development.
On a practical level there are many valuable insights that can be taken away and implemented in businesses
globally. Attitudes to the transfer of learning are, on the whole, positive and supportive. There do however, appear to
be significant opportunities for businesses to align operational practices more closely with strategic visions of, and
attitudes towards, learning transfer.
There is a universal responsibility for ensuring learning transfer takes place, yet the onus has to be primarily on HR
Business Partners and Learning Development professionals, to design, facilitate and support line managers with
appropriate activities, and – with line managers themselves – to implement these practices and maintain the focus
amongst their teams.
Line managers will rarely be specialists in the necessary areas, nor will they have the time to design such tools and
processes. It is therefore only through a cohesive, collaborative and cross-functional approach that businesses can
successfully implement and sustain the outcomes of effective learning transfer.
The world, theories and practices of learning and development change as frequently and swiftly as the evolving
demands and nuances of individuals that work within business. With this in mind we would be delighted to talk to
you further about the Making Learning Stick model, its relevance to your business, and how it can improve the long
term return on investment of any development programmes you explore in the future.
18
About TMI International
Since its foundation in 1975, TMI
has directly influenced more than
6,000,000 people worldwide.
TMI’s unique ‘5I’s’ approach helps
organisations to transform culture,
service and leadership - focusing
on bringing out the best in people.
TMI’s innovative solutions inspire and
enable high performance for leading
organisations in 40 countries across
the globe.
19. ABOUT THE AUTHORS
Global Value Proposition Manager, TACK & TMI International
Sally-Ann’s management career spans more than 35 years including Director roles for
TMI, prior to moving to Australia in 2004, where she now resides. The breadth of her
business experience, her knowledge about learning and the facilitation of many varied
learning interventions has benefited companies and organisations in a variety of sectors
around the world. She has worked with clients in a number of countries including Kenya,
South Africa, Australia, New Zealand, Denmark, Malaysia, Singapore, Philippines,
Canada, USA, and many throughout Europe.
Sally-Ann’s experience in strategic work has benefited customers as well as her
continuing role as part of the TMI global management team. Her particular expertise is in
the creation and design of purpose specific consulting solutions, surveys and reports,
focus group interventions, programmes, toolkits, and train-the-trainer packages.
Sally-Ann Huson
Samantha North
Group CEO, TACK & TMI Malaysia
George opened the Kuala Lumpur office in February 2005 and is a highly experienced
consultant and facilitator with the ability to bring complex concepts to simplicity and
accessibility for clients. He has worked with a wide variety of organisations in Australia
and Malaysia over 25 years, including multi-nationals and business start-ups. George’s
experience spans a wide range of industries and this experience has been a driving
force behind the research and development of the Making Learning Stick model and the
design and analysis of this study.
George is the co-editor of the 2016 book, SHIFT! Powerful Stories of Organisational
Transformation. He has written over 100 articles for magazines in Malaysia and Australia.
An Australian by birth, George has lived in Malaysia for 12 years.
Global Operations Director, TACK & TMI International, Managing Director,
TACK UK
With over 15 years’ experience in the global human performance Improvement arena,
Samantha leads the business with the core company values at heart, ensuring her
team is working ‘on purpose’ and ultimately making a difference for their clients –
demonstrating measurable, business impact over the long-term.
Samantha is a member of the Institute of Directors and the Hertfordshire Chamber of
Commerce. She is a regular speaker at industry conferences and events across the UK,
Europe and the USA.
Before Samantha joined TACK International, she was the Managing Director and former
Finance Director of another global learning consultancy. Samantha’s extensive and broad
experience in the world of learning and development has provided a unique perspective
and interpretation to this study.
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George Aveling