If you are investing large amounts of money in training and development you need to know how it is adding value.

learning interventions

What are the critical issues in business which keeps business leaders awake at night?

65% of CEOs feel they lack the information they need to increase the return on their investment on human capital.
© PriceWaterhouseCoopers 15th Global CEO Survey of 1,258 business leaders in 60 countries.

If focus was brought to this formerly ‘soft’ area then great strides would be made whatever the change, from leadership team effectiveness, strategic alignment to the bottom level, clarifying roles post-merger, doubling training returns, lowering strategic risk, optimising excellence in execution or multiplying star behaviours. The same survey showed 70% lacked the right talent in their business to be able to execute their plans.

Knowledge workers

In 1986 the average knowledge worker carried in their heads 75% of the knowledge they needed to do their job. By 2006 the average had dropped to 8%, today it’s around 5%, and within 10 years the average will be 1%. (ref. Carnegie-Mellon rolling study by Robert Kelley).

HR taking their positions on the Executive

Research, recently to be launched by Dr Anthony Hesketh of Lancaster University Management School, found that 87% of HR directors now have a place on companies’ executive management committees, while 40% have a seat on the board.

Glen Kieran, founder of HR Business Network, which helped to compile the research, said: “This research shows categorically that HR directors are being required more than ever to deliver on business strategy, to be fully aligned to business objectives and to actively demonstrate where their actions impact the bottom line. But it also appears that while many do understand how they need to contribute, an equal number need more clarity about how their role, or the role of HR, fits within the organisation in these chaotic times.

Companies continue to use the training route even though it is well researched that only 10% to 30% of learning is transferred into performance. Accessing the 70% -90% is a matter of managing the learning transfer process – it’s not costly and merely requires alignment and focus.

  • Research by Mary Bell and other suggests that only 10% – 30% of learning is transferred into performance.
  • Only 1% or fewer of performance problems relate to an incapable person on the job and only 15 – 20% of performance problems can be resolved only by training to develop new skills or knowledge.
  • Rummler & Brache (1995) suggest “about 80% of performance improvement opportunities reside in the [work] environment” – the company is a key factor in enabling learning to be transferred

Integration, transparency and openness with all the stakeholders in the learning process.

Training and development can often be a tennis match between each stakeholder as to who is responsible for learning not been utilised in the work situation. The Transferlogix process integrates the whole learning cycle into webbased solution which provides evidenced based data to ensure each of the stakeholders in the process are responsible and accountable for ensuring that learning is transferred into performance.

Our recent research shows that there is potentially 54billion Euros being wasted in training and development.

With the Learning Transfer Systems Inventory (LTSI) we can do;

  1. A cultural audit of the company to establish whether the enablers and barriers to learning transfer are switched on to ensure swift implementation of the business strategy
  2. An assessment of a pilot programme to ensure that future roll out adds significant value
  3. Assessment of a training intervention to ensure adhesion
  4. Assessment of a modular programme to ensure that the commitment to transfer learning into performance is maintained over time.

With the Transferlogix process we can do;

  • Go beyond leading edge training to hit business performance?
  • Accelerate the impact of learning programmes on business performance, leadership and talent development?
  • Align stakeholders in the learning process and ensure they are responsible and accountable for increasing performance?
  • Assess the adhesion of existing learning programmes and make sure they stick?
  • Evaluate what creates and accelerates learning driven performance within the business?
  • Highlight the people performance indicators and provide the business language and evidence based data to secure your HR as a business partner and its development budget?
  • Deliver Business strategy through training with evidence of its added value?

When aligned to business performance People might now feel truly supported, appreciated and valued—they might feel like they are now helping shape the success of the business. And when that happens, just imagine how the business would grow.

The LTSI® provides Chief Executives with the information about the 16 performance indicators to focus people development and deliver the business strategy faster and more effectively and efficiently.

With the Transferlogix process we can ensure that behaviours change. We can give you an indication that the business strategy is linked to a change in performance within a minimum of six months, all the stakeholders in the learning process are responsible and accountable for supporting the performance change, and the whole of the change process is evaluated with a return on investment calculation.

The Learning Transfer System is a quality improvement system which enables companies to engage all the stakeholders in people performance and establish the level of fertility in the company to ensure learning sticks.