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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

Theextenttowhichlearning hasbeendesignedtomatch jobrequirementsandgive participantstheabilityto transferlearningtojob application.

3OpportunitytoUse Learning

Theextenttowhichworkers areprovidedwithorobtain resourcesandtasksonthe jobenablingthemtouse theirknowledgeand expertise.

4PersonalCapacityfor Transfer

Theextenttowhich individualshavethetime, energyandmentalspacein theirworklivestomake changesrequiredtouse learningonthejob.

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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?

6TransferEffort Performance Expectations

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)?

Thedegreetowhich applyinglearningonthe jobleadstooutcomes thatarepositiveforthe individual.

15NegativePersonal Outcomes.

16Supervisor Feedback/Performance Coaching

Theextenttowhich individualsbelievethat applyingtheirknowledge andexpertisewillleadto negativeoutcomes. Formalandinformal indicatorsfroman organizationaboutan individualsjob performance

Wanttoknowmore?ThenuseourOnlineTrainingTransferManagementSystem TransferLogixTMtogetamoredetailedassessmentofyourtrainingtransfersystemand createtrainingtransferinyourorganization.TransferLogixTMispoweredbythe LearningTransferSystemInventoryTM(LTSI),whichistheonlyvalidatedsurveyinthe worldtoassessbarriersandcatalyststotransferoftraininginorganizations.Withover 15yearsofresearchbehindit,itoffersunmatchedvalidityanddiagnosticinformation tosignificantlyimprovetransferoftraining.Formoredetailsvisitourwebsite.

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