Training Industry Quarterly - Spring 2013 - (Page 42)
tracking trends | Ken Taylor
Knowledge
transfer is really
formalizing
the process of
sharing
Knowledge Transfer:
Can We Really Be That Bad at It?
W
hen looking at the fundamental
underpinnings of two processes,
onboarding and knowledge
transfer, both basically involve some form of
training or learning activities that pass on a
select subset of the corporation’s knowledge
to an individual or group of employees. The
difference is that knowledge transfer also
considers the collection and origin of the
content.
Training Industry, Inc. recently completed a study that focused on how effective
learning leaders believed they were when it
came to onboarding and knowledge transfer. Not surprisingly, 66 percent of learning
leaders felt they were effective when it came
to onboarding, but the interesting finding
was how much that contrasted with their
self-assessment when it came to knowledge
transfer. Sixty-one percent of learning leaders felt their organizations were ineffective
at knowledge transfer. (See Figure 1.)
Best Practices – What Do They Tell Us?
When we drilled down further to understand the difference, it became apparent that
the underlying problem was really a lack of
formal process around knowledge transfer,
a stark contrast to the onboarding process
in most companies. We asked more than
200 learning leaders to give us some of their
best practices for both of these processes in
an effort to share what learning leaders have
discovered when challenging either of the
two critical learning activities.
Learning leaders listed the following best
practices to ensure onboarding programs
are current and aligned with business goals
42
Figure 1
The majority of
learning leaders
(66%) said that
their training
organization
is effective at
onboarding
Effective
11.6%
Ineffective 10.7%
0%
54.4%
23.3%
20%
BUT
The majority of
learning leaders
(61%) said that
their training
organization
is ineffective
at transferring
knowledge from
transitioning
employees to their
replacements
40%
60%
80%
Percent of Respondents, N = 206
2.9%
36.0%
Effective
Ineffective
0%
28.4%
32.7%
20%
40%
60%
80%
Percent of Respondents, N = 208
Very
Effective
Somewhat
Effective
Very
Inffective
Somewhat
Ineffective
© 2012 Training Industry, Inc.
(in order of most to least often mentioned):
E
• nsure leadership involvement and support before, during and after onboarding.
• ontinuously evaluate training to make
C
sure it is both current and effective, making changes accordingly.
• nvolve all departments/functional areas
I
in the design, development, delivery, and
review of onboarding.
A
• gree on business goals beforehand and
develop an onboarding/training framework for those involved to follow.
P
• lan and implement coaching programs
or mentor networks for new or transitioning employees.
Training Industry Quarterly, Spring 2013 / A Training Industry, Inc. magazine / www.trainingindustry.com/TIQ
http://www.trainingindustry.com/TIQ
Table of Contents for the Digital Edition of Training Industry Quarterly - Spring 2013
Training Industry Quarterly - Spring 2013
From Where I Sit: Back to the Basics
Table of Contents
Ad Index
Guest Editor: A Brave New World
Extracting Learning From Work
Poor Behavior: Your Brain is Partly to Blame
How to Design Engaging Training Programs
The Missing Link in Learning
Don't Let Training Be Half-Baked
What the Latest Brain Research Tells Us about Designing Learning that Sticks
Motivation: The Key to Learning Transfer
Improving Learning Outcomes with a Bite-Sized Strategy
Adult Development: Predicting Learning Success
From One Brain to Another: What We've Learned about Learning
Formalizing Informal Learning
Tracking Trends
Tweet Suite
Company News
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