Introduction
Employee training is one of the most effective strategies for human resource planning and management in an organization. Ability by employees to reliably, apply new capabilities they learn training to their jobs is very important. Employees transfer knowledge they acquire in training directly into their workplaces and ensure its availability for use by others.
However, transfer of new capabilities in a workplace is not easy because certain factors related to work environment inhibit the ability of trainees in doing so. These factors are autonomous variables whose correlation to knowledge transfer applies independently. This essay will examine these factors and explain how they inhibit transfer of learning.
Inhibiting Factors
One of the main concerns for workplace training programs is the degree to which employees transfer new capabilities directly into their jobs. The current trend is characterized by dismal returns on investments done by employers in training their workers. Certain workplace elements inhibit trainees from applying their newly acquired knowledge effectively.
These factors include peer influence, workplace environment, corporate culture, fear of retrogression, as well as nature of support. Peer influence plays a crucial role in knowledge transfer. Trainees dictate the manner in which capabilities they learn in training apply. They tend to do it in a similar style, which can be calamitous if it does not rhyme with an organization’s corporate culture.
Corporate culture determines the nature of work environment in an organization. Employees struggle expressing themselves and transferring knowledge in an exclusive work environment. The post-training phase is very important in knowledge transfer. Employers need to ensure an inclusive work environment that will allow trainees to practice their new skills.
An inclusive work environment ought to allow trainees to engage their supervisors and subordinate staff members in introducing change that comes with new capabilities. If trainees fail to receive enough motivation, direction and support from their supervisors, their training experience can easily turn out as wasteful. The same applies to the subordinate staff.
They play a crucial role in aiding and supplementing efforts made by trainees in transfer of new capabilities. Fear of retrogression also acts as an inhibiting factor for trainees in knowledge transfer. Trainees have a fear of returning to their former states immediately after receiving extra training. Workplace training comes with a certain amount of pressure on trainees to improve on their efficiency, by demonstrating increased knowledge and skills.
This fear inhibits employees from achieving much from their newly acquired capabilities. Memory lapses have a close relation to factors that inhibit knowledge transfer in a workplace. Inattention affects the ability of trainees sharing knowledge, skills, and experiences acquired in training with their colleagues, because it hinders good communication.
Memory lapses occur when someone struggles to recall information, experiences difficulties in concentrating, as well as blurred thinking. Memory lapses during knowledge transfer in a workplace can result from excessive workload, lack of interest in covered areas, and lack or poor preparations.
Conclusion
Knowledge management is an important element of post-training phase in an organization. Ensuring the right environment and availability of necessary support for trainees, is very crucial in transfer of knowledge. It is important to have effective strategies for managing knowledge in an effective manner. Dealing with all the inhibiting factors will help in achieving this feat, which is crucial in achieving success.