Exploring the Transfer of Learning from an Executive Development Program for Human Services Managers

Abstract

Given the limited staff development resources in human service agencies and the estimate that only 10% of learning gained through training is transferred to on-the-job performance, the transfer of learning has become a critical issue. This article examines the transfer of learning process related to a human services executive development program. It is based on a program evaluation and case study that identified three important mechanisms for the transfer of learning: (1) supervisor support of participants before, during, and after the program, (2) opportunities to share program learning with others, and (3) agency-based projects that help participants apply the knowledge gained from the training program.

Key Words:

• Executive development
• training evaluation
• managerial knowledge and skills