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This book takes on this age-old challenge, first examining why learned concepts don't make it into practice, then offering solutions that will work in the real world. Co-author James Kirkpatrick, a training practitioner, introduces five prerequisites that help organizations achieve ultimate training success. He includes practical examples from his own work, plus 12 best-practice case studies.

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Why Read Transferring Learning to Behavior?

Today, trainers, training consultants and anyone responsible for the performance of others is saddled with the job not of simply imparting skills, but of improving performance by changing behavior. Here, the Kirkpatricks speak to training specialists, HR managers, group leaders, technical support professionals, small business owners, supervisors, managers and even corporate executives, showing how to bridge the divide between learning and behavior.

Beginning with an overview of the current state of the four levels, the Kirkpatricks examine the reasons for the devastating disconnect between learning and behavior; describe the foundations that must be in place before moving on to confront the true challenge of transferring learning to behavior; and, finally, show precisely how to ensure that there is organizational support, and employee and managerial accountability, for putting the new behaviors into practice.

Twelve best practice case studies from companies such as Toyota, AMN AMRO Bank, Nextel and Anthem Blue Cross/Blue Shield bring the concepts, principles and techniques to life.

Now more than ever, the pressure is on to demonstrate concrete results from training - but techniques like Return on Investment (ROI) calculations aren't impressive if it's obvious that new behaviors aren't becoming established as business as usual. Transferring Learning to Behavior shows how an already proven model can be applied to solve this most difficult problem and produce concrete results.