> Knowledge hub > Promoting learning transfer with the PIZZA formulaLearning success in companies depends largely on support from managers and a conducive working environment, with the PIZZA formula providing guidance to improve learning transfer. Learner empowerment is important, but can also hinder transfer success if it is not adequately encouraged.
The world is turning faster, new challenges are arising and continuous development and sustainable learning are more important than ever for companies and their employees. This is also reflected in the training budget, which rose by 18% last year (bitkom Academy study). But what opportunities are there for companies to make their training programs more effective and sustainable while achieving a high return on investment (ROI)? Why is self-responsibility disruptive and what role do managers play in this?
Learning journeys offer a good opportunity to impart knowledge in a sustainable way by continuously accompanying learners and combining different learning formats. The variety and advantages of the individual formats within the learning journeys provide a broad transfer of knowledge and promote personal development. However, it is crucial that this knowledge is also applied in practice in order to achieve long-term success.
The decisive factor of a continuing education measure is whether the participants can implement the content they have learned in their everyday (professional) lives and benefit from it in the long term. Continuing education researcher Axel Koch names four learner factors for transfer strength:
Although Axel Koch points out the importance of personal responsibility for the implementation of the content learned, it is precisely this that can also hinder successful transfer. Learners experience a high level of personal responsibility during learning journeys and, especially after the training or a learning journey, they themselves are responsible for applying what they have learned in their everyday lives.
But this is also the crux of the story. Personal responsibility is a value that is becoming increasingly important in today’s working world. Micromanagement has become a taboo subject and more and more employees are demanding self-determination in their work. However, when it comes to learning and implementing content, there is still one crucial point that needs to be considered in order to achieve a high level of learning transfer.
Managers play a key role in the learning transfer process of their employees – long before the actual training begins. Successful transfer depends to a large extent on the extent and manner in which the environment supports learners in implementing the content they have learned.
Numerous studies have shown that support from managers has a positive impact on employees’ learning transfer (e.g. https://www. akademie-management.de/management-journal/gute-lernkultur-guter-lerntransfer/). This makes it clear that personal responsibility is not necessarily always beneficial, but that support is essential for the implementation of what has been learned. At the same time, this does not mean that managers should control their employees or tell them what to do.
Bianca Finkel has studied the question of how managers can support their employees in further training measures and developed the PIZZA formula. This acronym shows five factors that should be considered before, during and after training in order to optimally promote the transfer of learning.
Managers should prioritize further training even before the measure, as the selection lays the foundation for success. Actively involving employees in the decision promotes their self-motivation in the learning process. Regular, brief feedback meetings during and after the training show appreciation for the efforts of the learners. Prioritizing employee development is made easier when managers are aware that the success of the training benefits not only the employees, but also them personally.
Managers who find it difficult to support the transfer of learning despite knowing their role in the implementation process and the personal benefits often encounter unconscious inner resistance. Identifying these is the first step in overcoming them.
Worrying about your own knowledge gaps: Managers do not need to know more than their employees in all areas. Rather, it is important to know the team’s competencies and work together to close knowledge gaps. Openness about a lack of knowledge shows self-confidence.
Fear of investing a lot of time: Small measures such as short, regular feedback meetings can already have a big impact and put the effort into perspective. Remind yourself of the importance of learning transfer for the team.
The fear of revealing your own knowledge: Sharing knowledge is more powerful than holding it back, especially in a fast-paced working environment. This conviction can help to overcome this fear.
Some inner blocks are based on deeply rooted beliefs that are not easy to change. External professional support, such as coaching, can help to overcome these boundaries.
Clear objectives are crucial for the success of further training. Surprisingly, many people, including executives, often have unclear expectations. A study by ASTD showed that 60 percent of managers in a $2,500 program did not know the exact objectives. Clear goal setting is critical to transfer success. Managers should set clear expectations and “smartly” formulated goals with employees prior to training. Regular feedback meetings ensure progress and promote an understanding of the purpose of further training. This keeps employees motivated and managers support the learning process.
Clear learning objectives are ineffective if employees are not given enough time to consolidate their new knowledge and practice their skills. As a supportive manager, it is crucial to consciously allow time for this.
New soft skills in particular require time and patience. A safe space is essential for testing and practicing these skills. This space is not only defined by the interaction between employees and managers, but extends beyond that.
Just as plants need light, soil and water to grow, people need a supportive environment for personal and professional growth. A shared understanding of the need for learning and practice forms the foundation of this environment. Collective learning, for example through joint training, minimizes the risk of rejection and promotes the acceptance of new behaviors within the team. The decisive role in the transfer of learning lies with the manager, who not only accompanies the transfer process but also shapes the team culture. The emotional and interpersonal style of the manager influences the perceived team culture by around 70 percent. This remains of central importance in both the old and new world of work.
For a training measure to be successful and deliver a high ROI for the company, it must be sustainable. Learning journeys offer a good opportunity to firmly anchor the content learned in employees’ everyday working lives, as they are specifically adapted to the corporate culture and also appeal to different types of learners by using a variety of learning formats. In addition to individual factors, the support of the manager before, during and after the training measure is important for the transfer of learning. PIZZA, please!
