Linking Learning and Performance: A Practical Guide to Measuring Learning and On-the-Job Application

The Program Task Force has been convened. It has developed the program business, performance, and learning objectives. The stakeholders and the evaluator have determined the methods for measuring the extent to which the business objectives are met. Meanwhile, the program developers have designed ways to determine the extent to which the learning objectives have been met, and they have tested those measures for reliability and validity. The delivery folks have administered the learning measures and they have been scored. The evaluator has analyzed the scores and determined the extent to which knowledge or skills have been acquired. But have we taken steps to ensure the newly gained knowledge or skills make their way to the participant's job successfully? What can we do to clear away any distracters that may impede successful transfer? If we anticipate the enemy, we can plan the attack.
It is estimated that, although American industries spend up to $100 billion annually on training and development, not more than 10 percent of these expenditures actually result in transfer to the job (Baldwin and Ford 1998). What a shame to invest time, resources, really good brainpower, talented delivery personnel, or sophisticated technology, only to find that the knowledge and skills that we know were successfully taught are not applied on the job. We know they learned it we measured that. But there are evidently demons out there that are keeping all the new knowledge and skills at bay. Soon, without any application, they will be...