Corporate training is a billion-dollar business. And why do organizations take the associated effort and enormous costs upon themselves? Why do we continue to send executives and employees to training? The answer from companies usually is "We invest in training because we expect these investments to produce positive results for us. We expect trainees to learn, and then apply what they’ve learned to their world". So, successful transfer is the goal and the key expectation behind the investment.

Do organizations manage to communicate their expectations clearly? Do we really live up to this expectation, or is it nothing but a vague declaration of intent? Are transfer expectations matched by concrete actions? Prof. Robert Brinkerhoff once said "The workplace can untrain people far more efficiently than even the best training department can train people".

Inspired by Dr. Ina Weinbauer Heidel's 12 levers of transfer effectiveness, we will take a closer look at the five transfer levers connected to the organization and see whether in your organization transfer is just nice-sounding buzzword or indeed a clear expectation.

In this session you will learn:

• Why immediate applications are crucial and how you can provide occasions for immediate application even in programs for high-potentials
• How to best deal with transfer excuse number one: "We did not have the time"
• How to win over supervisors and peers as transfer supporters
• Whether your organization (unintentionally) signals that your transfer is irrelevant
• What you can do to set the levers of the organization to "transfer effective"

Melanie Martinelli combines her entrepreneurial spirit with her 20 years of experience in L&D to help build memorable & results-based learning experiences. In her roles as CEO of the Institute for Transfer Effectiveness and Founder of Going Beyond Training, she applies strong business acumen, rich practical experience across cultures & a deep understanding of what makes transfer happen to support her clients in being more strategic in their L&D initiatives.