The Laboratory

In today’s ROI-focused business landscape, training completion is no longer the goal. The new standard? Transfer of what is learned into real-world performance. That is why leading organisations need to shift from activity-based training plans to Training Transfer Effectiveness – driven training strategies. Key Components of a Training Transfer Effectiveness-Driven Training Strategy Clear Business Alignment: Start with the end in mind. Define the business results the training must drive. Stakeholder Engagement: Involve managers, team leads, and top executives early as champions of post-training follow-through. Transfer Enablement Plan: Design pre-, during-, and post-training activities that support application, including: coaching, job aids, reflection tools, and microlearning reinforcements. Accountability Structures: Build in systems that track application, provide feedback, and measure real change. Manager Integration: Managers are trained, not just informed so they can coach, model...

Training is evolving but is transfer keeping up? Organisations spend millions on training interventions, but many still ask: “Why aren’t people applying what they’ve learned?” The good news? A wave of innovation is reshaping how we drive Training Transfer Effectiveness making training stick, scale, and show results. Here are the top emerging trends that forward-thinking L&D leaders are embracing: Seven Emerging Trends in Training Transfer Effectiveness Designing for Transfer from the Start: Transfer is no longer an afterthought it is built into program objectives, structure, and stakeholder roles from day one. Personalised Training Journeys: One-size-fits-all is out. Organisations are using AI and adaptive tech to tailor post-training support based on employees’ needs, roles, and readiness. Transfer Accountability Metrics: KPIs are shifting from completion rates to real business outcomes like behaviour change, skill application, and performance improvement. Manager Enablement as a ...

We often design training around content. However, people do not just learn from content they learn by watching others. This is the core of Social Learning Theory, developed by psychologist Albert Bandura. It reminds us that: “People learn through observing others, imitating behaviours, and modelling outcomes.” Moreover, in the workplace, that means… Training Transfer Effectiveness is not just about what is taught. It is about what is modelled, reinforced, and normalised. Core Principles of Social Learning Theory: 1. Attention – People must notice the behaviour 2. Retention – They must remember what was done 3. Reproduction – They must have the ability to replicate it 4. Motivation – They must want to replicate it, based on rewards, culture, or personal goals If no one around them is applying the training, chances are they will not either. Five Ways to Apply Social Learning Theory to Boost Training Transfer Effectiveness: 1. Use role models and champions 2. Create opportunities for peer...

Think back to a powerful training moment in your life. Chances are, it was not just what you learned It was how it made you feel. That is the power of emotion. Emotion does not just colour memory it cements it. Why Emotions Matter in Training Emotionally charged experiences are easier to encode and retrieve from memory. Positive emotions (curiosity, excitement, pride) enhance attention and boost long-term retention. Negative emotions (stress, fear, confusion) can hinder learning or in some cases, make lessons unforgettable. Emotion + Memory = Action When training connects with emotion: Employees become more engaged They relate the material to real-life situations They are more likely to apply and share what they have learned This emotional resonance is often the bridge between learning and doing. Six Ways to Use Emotion to Improve Training Transfer Effectiveness Start with Real-World Stories Build in Moments of Discovery Create Safe Learning Environments Tap into Purpose Celebrate Prog...

Why do some employees apply what they have learned, while others complete training and change nothing? It often comes down to this: What is driving them internally or externally? Intrinsic vs Extrinsic Motivation: What is the Difference? Intrinsic Motivation: Comes from within fueled by personal growth, curiosity, purpose, mastery. “I want to improve because it matters to me.” Extrinsic Motivation: Driven by external rewards or pressures, like recognition, promotions, manager expectations, and avoiding punishment. “I will apply this because I have to or I will get rewarded.” How to Tap into Both in Your Training Design 1. Make Learning Meaningful: Show how the training connects to personal growth, values, and real job impact. “What’s in it for me… beyond the task?” 2. Use Recognition Strategically: Celebrate wins but tie them to effort, learning, and behaviour change (not just participation). “We see what you’re becoming, not just what you did.” 3. Give Autonomy: Let employees choose h...

Training does not stick in isolation. Peer support is one of the most underrated levers in driving real behaviour change after training. But in virtual settings, casual hallway chats, coffee catch-ups, and shoulder taps disappear — and so does natural support. So, how do we intentionally foster peer support in remote learning environments to encourage training transfer effectiveness? Six Practical Ways to Encourage Peer Support Virtually Peer Accountability Partnerships: Pair employees during training and assign post-training check-ins. Let them: share how they are applying skills, hold each other accountable, and celebrate wins. Accountability increases follow-through. Virtual Learning Circles or Cohorts: Create small groups that meet regularly after training to reflect on learning, discuss challenges, and offer insights and encouragement. Learning becomes a shared experience. Structured Peer Coaching: Train participants to coach each other using simple frameworks (like GROW). Schedul...

Remote learning is here to stay. However, let us be honest: when it comes to training transfer effectiveness, the remote environment brings a unique set of challenges. Just because employees attend a virtual session does not mean they will apply what they learned and without intentional support, training can fail silently. Seven Key Challenges of Remote Training Transfer: 1. Lack of Manager Engagement: Remote training often excludes managers from the learning process. Without their involvement, learners lack accountability and reinforcement. The fix is: Involve managers early with pre- and post-training briefing tools. 2. Limited Real-Time Application: In virtual environments, it is harder to immediately apply new skills or practice in a realistic context. The fix is to use simulations, breakout tasks, or post-training challenges. 3. Isolation and Disconnection: Employees may feel disconnected from peers, managers, and the learning community, which impacts motivation to apply. The Fix ...

You have invested in training. You have built a Transfer Effectiveness Plan. But still no real change on the job.  Why? Because even the best plans fail if they fall into common execution traps. Here are Seven major pitfalls to avoid when planning for training transfer: 1. Planning Too Late: Most organisations wait until after training is developed (or delivered!) to start thinking about transfer. Transfer should be built into the design phase not tacked on at the end. 2. Focusing on Learning, Not Performance: If your plan centres around knowledge gain instead of job performance, you are missing the point. Start with business goals. Design backwards. 3. Ignoring the Role of Managers: When line managers are uninformed or uninvolved, learners return to environments that do not support change. Managers must be part of the pre-, during-, and post-training phases. 4. Assuming Learners Are Ready: Not assessing learner motivation, workload, or support systems leads to a low chance of appl...