Transfer Of Training: What Can Be Done To Increase The Likel ✓ Solved
Transfer of Training: What can be done to increase the likelihood
Transfer of Training: What can be done to increase the likelihood of transfer of training if the work environment conditions are unfavorable and cannot be changed?
Laws relating to affirmative action are based on “righting past wrongs, namely slavery and segregation for African-Americans and discrimination for all persons of color. If you were tasked with recommending what you believe the most effective, single strategy might be, what would you recommend?
You are the hiring partner of a rapidly growing tech company, specializing in “new apps.” If sued by some of the disappointed applicants, what would be one of the key legal issues in the case?
Paper For Above Instructions
Increasing Likelihood of Transfer of Training
Transfer of training refers to the extent to which the skills, knowledge, and behaviors learned in one context (like training sessions) are applied in another context (like the workplace). When work environment conditions are unfavorable and cannot be changed, several strategies can be implemented to increase the likelihood of transfer.
1. Focus on Training Design
Effective training design is crucial for ensuring transfer. Training should be tailored to reflect the real-world contexts in which employees will be applying the skills. This can include role-playing, simulations, and case studies that closely mimic actual work scenarios (Baldwin & Ford, 1988). By ensuring relevance, trainers can enhance motivation and retention.
2. Utilize Follow-Up and Support Mechanisms
To facilitate transfer, organizations can create mechanisms for ongoing support post-training. This might involve assigning mentors, implementing on-the-job training with peers, or providing accessible resources (like job aids) that guide employees through their tasks (Holton et al., 2000). Continuous support reinforces learning and encourages application.
3. Create a Transfer-Friendly Culture
Even in unfavorable conditions, organizations can cultivate a culture that prioritizes learning and transfer. This includes recognizing and rewarding employees who apply their training effectively, which can encourage others to do the same (Burke & Hutchins, 2007). Moreover, leaders modeling desired behaviors and openly discussing the importance of transfer can boost commitment to applying training (Noe, 2010).
Affirmative Action Recommendations
Affirmative action seeks to address historical injustices and promote equality. A widely debated solution is the implementation of targeted recruitment initiatives coupled with support systems to aid underrepresented groups in achieving success. The most effective single strategy may be a comprehensive mentorship program that pairs seasoned professionals with individuals from marginalized communities (Gordon & Nuroo, 2012).
Developing Mentorship Programs
These programs not only provide guidance and foster professional relationships but also encourage knowledge sharing and cultural awareness among diverse groups (Hewlett et al., 2010). Mentorship can be particularly effective in tech industries where networking plays a crucial role in career advancement. By focusing on competency building and leadership skills, companies can create pathways for success that counteract historical disadvantages.
Legal Issues Related to Personality Testing in Hiring
As a hiring partner in a tech company utilizing the Myers-Briggs personality test, a key legal issue in the event of a lawsuit would likely relate to discrimination claims. Given the disparity in satisfactory scores between native-born Americans and immigrants, the use of the Myers-Briggs could be challenged under the Civil Rights Act, which prohibits employment discrimination based on national origin (U.S. Equal Employment Opportunity Commission, 2021).
Disparate Impact Analysis
This situation raises questions regarding measurement fairness and the validity of the Myers-Briggs for predicting job performance. If the test disproportionately excludes applicants from a particular demographic, it may be determined to have a disparate impact, thereby violating equal employment opportunity laws. The company may need to demonstrate that the test is valid and necessary for the job to defend against any claims (Schmitt et al., 2003).
Conclusion
Addressing transfer of training issues in unfavorable work environments requires thoughtful strategies that focus on design, support, and culture. Similarly, implementing effective affirmative action initiatives and understanding legal implications of hiring practices are essential for fostering an equitable workplace. Each approach emphasizes the importance of tailored solutions that resonate with the specific challenges faced in diverse organizational contexts.
References
- Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: A review and directions for future research. Personnel Psychology, 41(1), 63-105.
- Burke, L. A., & Hutchins, H. M. (2007). Training transfer: An integrative literature review. Human Resource Development Review, 6(3), 263-296.
- Gordon, M. E., & Nuroo, W. G. (2012). The Role of Mentoring in Career Development for Women of Color. Journal of Career Development, 39(5), 1-16.
- Hewlett, S. A., et al. (2010). Mentoring and sponsorship: The role of work-life flexibility in the advancement of women. Harvard Business Review, 88(1), 33-35.
- Holton, E. F., Bates, R. A., & Ruona, W. E. (2000). Development of a Generalized Learning Transfer System Inventory. Human Resource Development Quarterly, 11(4), 333-360.
- Noe, R. A. (2010). Employee Training and Development. McGraw-Hill Education.
- Schmitt, N., et al. (2003). The impact of personality on academic performance and the differential prediction of personality on academic success. Personality and Individual Differences, 34(4), 697-709.
- U.S. Equal Employment Opportunity Commission (2021). Overview of the Equal Employment Opportunity Laws. EEOC.