What is it about?
Whilst many organisations offer staff development, not many evaluate the impact it has on behaviour change. This paper looks at how implementation intentions can have an effect on the value that training, learning and development has when staff are back in the workplace
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Why is it important?
Whilst billions are spent annually throughout the world on training, learning and development estimates are that only 10% transfers to behaviour change. This paper suggests ways that could enhance the levels of transfer and so generate better returns on investment for both organisations and individuals.
Perspectives
Writing this concept paper is the start of a process which considers implementation intentions in more detail. One large organisation has agreed to allow access to their management development programme at the start of 2018 to further explore the use of implementation intentions. This will build on the guidance offered in the current paper and is an exciting time for looking at new opportunities to consider how and when training transfer happens.
Mr Peter P Greenan
University of Huddersfield
Read the Original
This page is a summary of: Training Transfer: the Case for ‘Implementation Intentions’, International Journal of Human Resource Development Practice Policy & Research, October 2017, The International Journal of Human Resource Development: Practice, Policy and Research,
DOI: 10.22324/ijhrdppr.2.115.
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