Abstract
M.Phil. (Human Resources Development)
The transfer of learning after training courses is relevant to Human Resource Development (HRD) professionals, human resources divisions and managers within organisations. HRD managers in particular must secure a suitable training budget, present learning interventions, and employ qualified HRD practitioners who add value to a company’s turnover and profitability.
When the HRD unit assists employees in improving their performance with training, this enables the Human Resources (HR) division to be a strategic business partner to the organisation. HRD practitioners should ensure that the learning provided to employees improves their performance in delivering strategic results without any obstacles or barriers.
The aim of the study was to conduct an investigation into the potential learning transfer barriers that could have an impact on the successful transfer of learning within the financial services sector. This study sought to identify the predominant barriers to transfer of learning when employees return to the workplace after attending training. The literature review on the transfer of learning and the barriers to the transfer of learning highlighted an international survey instrument designed to measure the workplace barriers to effective learning transfer. This instrument was used in conducting the research for this study.
The unit of analysis of this study included financial services managers from one bank operating within three provinces of South Africa: Gauteng, Kwa-Zulu Natal and Western Cape.
The mixed method approach used in this study favours a dominant quantitative approach with a secondary qualitative component. Data was obtained using the adapted, international survey instrument, the Learning Transfer Systems Inventory (LTSI) questionnaire. The LTSI is a validated instrument that is used to diagnose factors affecting successful transfer of learning. HRD professionals are able to use the LTSI to identify potential transfer barriers after administering a learning intervention. The findings reveal that line managers are key role players in the learning transfer challenge. Line managers who fail to support and encourage the application of learning after training represent a barrier to employee transfer of learning.
This report recommends that managers play the role of performance coaches, and become enablers of rather than barriers to employee transfer of learning.