Why don't organizations pay attention to (and use) findings from the science of training?
✍ Scribed by Eduardo Salas; Mary P. Kosarzycki
- Publisher
- John Wiley and Sons
- Year
- 2003
- Tongue
- English
- Weight
- 58 KB
- Volume
- 14
- Category
- Article
- ISSN
- 1044-8004
No coin nor oath required. For personal study only.
✦ Synopsis
No one can dispute the importance that organizations place on training and developing employees. In fact, some analysts estimate that organizations invest more than $50 billion annually on formal classroom training (Galvin, 2001) and spend three times that amount on informal training (on-the-job training and mentoring). Such a huge investment raises questions such as, "Is the training effective?" and "Are organizations optimizing the delivery of training to ensure the transfer of skills to the job?" Although the science of training could help answer these questions, we repeatedly find that organizations do not incorporate much of what we have learned about designing, delivering, implementing, and evaluating successful training. In this article, we consider reasons for this situation. We review the contributions made by research, discuss common misconceptions about training, list challenges that must be overcome, and offer some remedies.