Learn About Learning
An aging workforce, higher education crisis, and increasingly complex work demands are driving organizations to invest billions annually to train and develop employees, leaders, and teams. Allocating fungible capital for employee growth can be a wise investment decision if training and development events involve meaningful active learning experiences that help learners attain, transfer, generalize, and retain proficiency in the workplace after training is complete. In turn, talented and motivated employees forge and sustain enduring customer relationships.
Despite spending billions annually on training and development many employers are somewhat unsatisfied with the yield of their investments. In fact, 41% of 37,000 employers surveyed from 27 countries report training difficulties. This is not surprising given research study findings suggest 40% of trainees do not smoothly transfer training performance to the workplace and 70% fail to sufficiently retain transferred performance proficiency after just 1-year. These estimates may be optimistic depending on competency complexity, reinforcement schedules, learning signatures, instructional infrastructure, and post-training performance opportunities.
Many training and development initiatives partially or completely fail because training design, certification, and evaluation decisions are often driven more by intuition and implicit hunches than the learning sciences and quantitative analysis. The dominant focus of most training initiatives on achieving immediate outcomes is also at the expense of the learning processes, states, and activities required to increase transfer and skill improvisation in the workplace. This is one reason why disappointed stakeholders are often left asking the inappropriate question of whether a particular training solution worked with no deeper understanding of why it failed.
Informed employers leverage science of learning-based best practices rather than best guesses for training and developing their employees, leaders, and teams. Talent Threshold’s advisors help establish the conditions for meaningful active learning and develop learning architectures, techniques, and practices to energize and shape the core processes and states of learning. We can also help you better triangulate, model, and verify training translates to the workplace.
To contact Talent Threshold’s organizational scientists call 407.739.0717 or email firstname.lastname@example.org.