For over twenty years, researchers in the field of Human Resource Development have worked to understand the conditions that promote or
inhibit the transfer of training information to the workplace. Transfer of
training occurs when participants successfully take the training information learned and actively apply it to improving their day-to-day work.
Simply investing in a training opportunity does not guarantee transfer
of training. In fact, studies indicate that only half of all organizational
training investments result in direct benefits to the organization (Saks,
2002). A recent article published in Human Resource Development Review found that accountability plays a key role in improving the process
of incorporating new skills and strategies into the structure of an organization.
Currently, field professionals agree that successful training transfer
functions as part of a system of influences. A leading model proposed
by Baldwin and Ford in 1988 organizes these many influences into the
following three categorie