.What is the definition of knowledge transfer? Well, it’s enough of a struggle to learn something once. Companies’ training leaders have a straightforward goal: to teach employees how to do their jobs more efficiently. They strive to provide them with the skills and knowledge they need to succeed in their daily tasks, but it’s often the translation from theory to practice that causes problems. Companies expect employees to return to work following training and figure out how to apply what they’ve learned to their jobs on their own. Participants in your eLearning course may exit the program feeling or be unprepared to implement what you have taught them, no matter how good it is or how engaging the content is. Knowledge transfer is the name of this application.
SMEs and Knowledge Transfer
Our subject matter experts’ knowledge (everyone is an SME in their own career) is priceless, yet it’s often disregarded since it’s not tangible. Again, knowledge transfer isn’t restricted to employee departure alone; it’s an important aspect of ensuring an organization’s best performance management. People aren’t always aware of what qualifies them as an expert. It’s understandable that they could have trouble communicating or remembering everything they know because they’ve gained the majority of their information slowly over years of experience. Knowledge is frequently perceived as intuition rather than a technique or skill that can be retrieved and applied. That’s why, in order to develop more successful training experiences and keep the organization running smoothly, a systematic knowledge transfer procedure is essential.
If knowledge transfer isn’t present, a firm has basically squandered its time and money on employee training. Without a strategy for reinforcing abilities after the training, 90% of the course content could be lost on the learners. Fortunately, by employing a few easy techniques, training leaders may ensure that the content of their eLearning courses is remembered. Learn more: Corporate Learning
11 Strategies to Increase Knowledge Transfer in Your Firm
Have a clear purpose
Make a point of going in with a specific goal in mind. Even before you start building the eLearning course, make sure you and your team understand Why you’re doing it, why it’s important, and what you want your audience to learn. All of this should be communicated to your staff at all times (before, during, and after the program), and then follow up with words and actions that encourage them to put what they’ve learned into practice. Put yourself in the position of your learner and make sure you answer the ‘what’s in it for me’ question right away.
Keep clear communication about expectations
Effective knowledge transfer requires employee cooperation. They won’t adopt the methods and tools if they don’t believe in the concept, and the project will fail. From the beginning, be clear about your workers’ expectations. Explain how information transfer benefits them by streamlining processes and activities and, as a result, making their jobs easier. Describe how it will happen, including the steps to take and the tools that will be used. Most importantly, put what you teach into practice. You will then give your employees the required tools to take the lead in their own professional growth and the development of others around them if you express the mindset that teaching and mentoring are valuable.
Keep checklists and cheat sheets ready
Give students job performance aids (checklists, cheat sheets, brief movies) to take back to work with them and refer to whenever they need them after the eLearning course is over. When introducing new procedures or adding additional steps to current ones, this type of document comes in handy. Even better, ensure that staff has access to useful, easily referenced training resources via a consolidated knowledge base.
Making job performance enhancers accessible via mobile devices reduces memory loss and motivates participants to continue using new knowledge on the job. Giving your learners the ability to access the information at any time and from any location will increase their active participation after the training because they will be able to go back to anything they learned.
Determine the types and sources of expertise
So, who knows what’s going on? In each department, whose employees have been there the longest? Who is the most knowledgeable in their field? Who and why do they rely on them? When they’re gone, who fills in for them, and what are they unable to perform because only the SME is qualified to do it? Make a list of names and look up job descriptions for each one. Their job description is merely a starting point. You’ll also want to figure out “what they don’t know that only they know.” Make a list of interview questions that are relevant to their position. These should be high-yielding and open-ended.
Supervisors should provide continual assistance
Supervisors and managers should serve as a resource for freshly trained staff, answering questions, reviewing key concepts, and providing feedback on how well they’re applying what they’ve learned on the job. It’s just as crucial for trainees to believe that their bosses are helpful in this way!
You must guarantee that each management can explain why the course is relevant to the individual employee and the company as a whole. You may choose to invest in some management training for particularly critical courses to provide your managers with the information they need to urge their teams to utilize what they learned in the training.
Bring knowledge transfer to life
Even once expectations have been defined, you’ll need to give the right tools for your knowledge transfer attempt to be taken seriously. For starters, keep track of your knowledge transfer process as it evolves. Then create tools and templates to make the data collection process go more smoothly. Maintain these resources in an orderly, up-to-date, and conveniently available manner for staff.
Take advantage of technology
The technology you use for both acquiring information and storing it will have a significant impact on whether or not the material is utilized. It’s easy to get sucked into the rabbit hole of multi-system turmoil, so plan ahead when looking for a knowledge management platform or an electronic performance support system (as well as an online learning management system). Before you start looking for software to compare, make a list of what you need it to do. You will want the database to be searchable and configurable to your specific requirements, for example.
Group support is vital
Group trainees together at the conclusion of eLearning courses so they can meet periodically after training (online or in-person) to discuss challenges with applying their knowledge, assess how they’re doing with new skills, and quiz themselves with practice exercises. This will nurture a sense of belonging and confidence among members, encouraging them to seek help when they encounter difficulties. It’s also an excellent idea to assign a training partner. Keep in mind to go over your expectations for the networks you build.
Organize refresher training
MicroLearning refresher courses are an efficient technique to overcome the forgetting curve and ensure that students are implementing the material 30, 60, or even 90 days after they finish a course. The purpose is to provide a concise yet impactful summary of the essential concepts and abilities covered in the course to course participants. It’s also a recommended strategy to set aside time for Q&As and conversations to allow workers to share stories about their triumphs and challenges/obstacles in their skill transfer journey.
Emphasize the need for ongoing practice
Instead of preaching, put what you’ve learned into practice. Training is useless without retention, and retention is useless without successful application. If you plan numerous opportunities for learners to apply what they’ve learned into practice, the efficacy of your eLearning course will rise. Gamification strategies can help make knowledge transfer enjoyable and rewarding, both during and after training!
Finally, invest in continuous training!
Knowledge transfer is a regular habit rather than a one-time event. In reality, it is critical in a learning environment that is ever-changing. It’s in our nature to be problem-based learners, which means we get motivated to learn when someone confronts us with a challenge. These are also the finest occasions for information transfer and training.
We’ve long advocated for continuing training after initial onboarding or the completion of formal training. Your employees will get a big-picture understanding of how the firm functions and what they can do to both learn and contribute through cross-training, establishing opportunities for social learning, or giving performance support resources.
Give your staff an exercise at the end of each eLearning course so they may test themselves on the topic. Exercises like these will not only break up the monotony of monotonous lectures. But they will also exponentially increase their knowledge of the subject.
We have many reasons to transfer knowledge. This includes succession planning, developing standard operating procedures, upgrading your training, or getting ready to onboard new employees. And keeping these best practices in mind will guarantee that the process is full and thorough. Employees will be more confident and engaged, and the company will be stronger as a result.
So, how do you make sure that your eLearning courses are transferring knowledge effectively? What has been the most difficult obstacle to overcome in terms of knowledge transfer? Please let us know in your comments.