How
Mentoring is the Critical "Bridge" for Successful Development
© 2003, Barry Sweeny
The
Research on "Transfer of Training"
In
1987, Bruce Joyce and Beverly Showers released the findings of their
ground-breaking research into the extent of implementation resulting
for various modes of training and follow up support. This information
has become the prime mover behind the increase in what is known
as "coaching". The summary of their findings are provided
below, and they are very dramatic!
| The research on the need
for ñin-situationî coaching:
- Learners that will transfer a new
skill into their practice as a result of learning
a theory = 5%
- Learners that will transfer a new skill
into their practice as a result of learning a theory
& seeing a demonstration
= 10%
- Learners that will transfer a new skill
into their practice as a result of theory, demonstration
& practice during the training
= 20%
- Learners that will transfer a new skill
into their practice as a result of theory, demonstration,
practice & corrective feed back during the training
= 25%
- Learners that will transfer a new skill
into practice as a result of theory, demonstration, practice,
feed back during training & in-situation coaching
= 90%
|
As
significant as this research is,
I caution the reader to always place any work in "coaching"
within the context of the mentoring relationship. This
is crucial since just providing technical support (coaching) is
NOT enough to make sure that employees actually implement in practice
what they have learned in trainings. Joyce & Showers (the
researchers) acknowledge that NO ONE will take the risks of growing
in front of another person, or their advice and "coaching"
unless they first have a relationship of mutual trust
with that person. Mentoring provides that relationship within
which effective coaching can lead to risk-taking and growth. For
more on the differences
between mentoring and coaching click here.
The Mentoring Bridge
 The
above research by Joyce and Showers (1987) shows that the ñwatersî
of implementation are ñshark-infestedî and not furtile areas for
risk-taking, growth, or learning.
Only when coaching and mentoring are provided is
it reasonable to expect that employees will be able to:
1. Adapt strategies learned in training
to their own strengths, setting, and tasks
2. Solve the problems of adoption, alignment,
and integrating new strategies to existing settings and other skills,
and...
3. Master the new strategies so that their
day-to-day practice is improved and the desired results are increased.
The implications of this insight are GIGANTIC!
Whether that training is face-to-face or e-learning
on the web, these principles are at work and the results will be
the same.
Except in the case of increasing awareness, when
no implementation is expected, the only time we should
even provide any training at all is when we will also provide
the follow up support people deserve to help them implement
what the training has taught them.
Otherwise, why waste our time and resources to provide
training we KNOW will never change practice?! We shouldn't!!
|
