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LTS Transfer Audit Checklist
LTS Transfer Audit Checklist
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LearningTransferSystemAuditChecklist Basedonourwidelyacclaimedandresearchvalidatedassessmentinstrument,theLearning TransferSystemInventoryTM,thisauditchecklistprovidesaquickassessmentofan organizationslearningtransfersystem.Itisespeciallywellsuitedtosmallgroup discussions,organizationsjustbeginningtoexplorelearningtransfersolutions,andtofocus groupfacilitation. Thisuniquesystemisunlikeanythingintheworld.TogetherwithourLearningTransfer SystemInventoryTMandtheTransferofLearningActionPakTM,bothofwhichare incorporatedinournewonlineproductTransferLogixTM,itprovidesbothdiagnosisand solutionsinoneeasypackage. HowtoUsetheChecklist TheTransferAuditChecklistTMwasdevelopedasaquickandeasywaytobeginyour journeytowardtrainingtransferimprovement.Whilewewouldneversuggestthatitisas goodasafullassessmentusingtheLearningTransferSystemInventoryTM(LTSI),itisthe idealwaytogetstarted. Wethinkitistheperfecttoolfor: Organizationsthatarentquitereadyforourmorevalidmeasurementtool,theLTSI Leadingdiscussionswithmanagementtoassesstheneedfortransferimprovement Leadingdiscussionswithtraineesaboutproblemstheyfacewhentryingtousetheir training Leadingdiscussionswithtrainersaboutwhatareasneedquickattention Wefindthatsimplygoingthroughtheauditwithgroupsinanorganizationimmediately createsarichandmeaningfuldialogueabouttrainingtransfer.Startingthedialogueisoften halfthebattle.Theauditchecklistcanopenthedoorformuchbiggerdiscussionsand interventionsovertime.
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LearningTransferSystemAuditChecklist
AbilitytoUseKnowledgeandExpertise
PotentialBarrier 1PerceivedContent Validity Definition Theextenttowhichthe participantsjudgethe learningcontenttoreflect jobrequirementsaccurately. AuditQuestions Aretheskillsandknowledgetaughtsimilar enoughtoperformanceexpectationstobe viewedascredible? Aretheywhattheindividualneedsin ordertoperformmoreeffectively? Aretheinstructionalmethods,aids,and equipmentusedsimilartothoseusedin theworkenvironment? Isthelearningdesignedtoclearlylinkitto onthejobperformance? Doexamples,activitiesandexercises clearlydemonstratehowtoapplynew knowledgeandskills? Aretheteachingmethodsusedsimilarto theworkenvironment? Doworkershaveopportunitiesonthejob toapplytheirknowledgeandexpertise? Dotheyhavetheresourcesneededtouse theirlearning(equipment,information, materials,andsupplies)? Arethereenoughfundstoutilizelearning? Arethereenoughsupportingpeopleto allowworkerstoimplementtheir learning? Areworkers'workloadsadjustedto practicetheirexpertise? Doworkershavethepersonalenergyto devotetonewmethods? Areworkers'stresslevelsalreadysohigh theycannotcopewithmorechange?
2TransferDesign
3OpportunitytoUse Learning
4PersonalCapacityfor Transfer
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LearningTransferSystemAuditChecklist
MotivationtoUseKnowledgeandExpertise
PotentialBarrier 5MotivationtoTransfer Learning. Definition Areworkersmotivatedto utilizetheirknowledge andexpertiseintheir work? AuditQuestions Dolearnersfeelbetterabletoperform? Dotheyplantousetheirknowledgeand expertise? Doworkersbelievetheirlearningwillhelp themtoperformonthejobmore effectively? Theexpectationthat Doworkersbelievethatapplyingtheir effortdevotedtouse knowledgeandexpertisewillimprovetheir learningwillleadto performance? changesinjob Doworkersbelievethatinvestingeffortto performance. utilizenewlearninghasmadeadifference inthepast? Doworkersbelievethatdoingsowillaffect futureproductivityandeffectiveness? Theexpectationthat Doworkersbelievetheapplicationof changesinjob knowledgeandexpertiselearnedwilllead performancewillleadto topersonalrecognitionthattheyvalue? outcomesvaluedbythe Doestheorganizationdemonstratethelink individual. betweendevelopment,performance,and recognition? Doestheorganizationclearlyarticulate performanceexpectationsandrecognize individualswhentheydowell? Doestheorganizationcreatean environmentinwhichindividualsfeel positiveaboutperformingwell? Theextenttowhich Didindividualshavetheopportunityto individualsareprepared provideinputpriortothelearning toenterandparticipate intervention? inlearning. Didtheyknowwhattoexpect? Didtheyunderstandhowtrainingwas relatedtojobrelateddevelopmentand workperformance? Workers'generalbelief Doworkersfeelconfidentandselfassured thattheyareableto aboutapplyingtheirabilitiesintheirjobs? changetheirperformance Cantheyovercomeobstaclesthathinder whentheywantto. theuseoftheirknowledgeandskills?
7Performance OutcomesExpectations
8LearnerReadiness
9PerformanceSelf Efficacy
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LearningTransferSystemAuditChecklist
WorkEnvironmentDesignedtoSupportUseofKnowledgeandExpertise
PotentialBarrier 10Supervisor/Manager Support Definition Theextenttowhich managerssupportand reinforcelearningonthe job. AuditQuestions Domanagersclarifyperformance expectationsafterHRDexperiences? Dotheyidentifyopportunitiestoapply knowledgeandexpertise? Dotheysetrealisticgoalsbasedonnew learning? Dotheyworkwithindividualsonproblems encounteredwhileapplyingnewlearning? Dotheyproviderecognitionwhen individualssuccessfullyapplynewlearning? Theextenttowhich Domanagersopposetheuseofnew individualsperceive knowledgeandexpertise? negativeresponsesfrom Domanagersusetechniquesdifferentfrom managerswhenapplying thoselearnedbyworkers? newlearning. Dotheyprovidenegativefeedbackwhen individualssuccessfullyapplynewlearning onthejob? Theextenttowhichpeers Dopeersmutuallyidentifyandimplement reinforceandsupportuse opportunitiestoapplynewknowledgeand oflearningonthejob. expertise? Dopeersencouragetheuseoforexpect theapplicationofnewlearning? Dopeersdisplaypatiencewithdifficulties associatedwithapplyingnewlearning? Dopeersdemonstrateappreciationforthe useofnewexpertise? Areworkgroups Doworkgroupsactivelyresistchange? perceivedbyindividuals Aretheywillingtoinvestenergytochange? toresistordiscouragethe Dotheysupportindividualswhousenew useofnewknowledge techniques? andexpertise?
11Supervisor/Manager Sanctions
12PeerSupport
13ResistancetoChange
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LearningTransferSystemAuditChecklist
14PositivePersonal Outcomes Doesuseofnewlearningleadtorewards suchasincreasedproductivityandwork effectiveness,increasedpersonal satisfaction,additionalrespect,asalary increaseorreward,theopportunityto furthercareerdevelopmentplans,orthe opportunitytoadvanceintheorganization? Doesuseofnewlearningleadtonegative outcomessuchasreprimands,penalties, peerresentment,toomuchnewwork,or thelikelihoodofnotgettingaraiseifnewly acquiredexpertiseisused? Doindividualsreceiveconstructiveinput andassistancewhenapplyingnewabilities orattemptingtoimprovework performance? Dotheyreceiveinformalandformal feedbackfrompeopleintheirwork environment(peers,employees, colleagues)?
15NegativePersonal Outcomes.
Theextenttowhich individualsbelievethat applyingtheirknowledge andexpertisewillleadto negativeoutcomes. Formalandinformal indicatorsfroman organizationaboutan individualsjob performance
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