Learning Transfer

The success of formal learning depends on how well the learner can transfer their newfound knowledge and skills into the workplace, and generate new behaviours with a resulting improvement in performance.

The goal of organisational learning has to be shifted away from the process of learning to the outputs of that learning.

It’s not what boxes people have ticked or which tests they’ve passed, but what people can do and how well they can do it that counts. The aim of the game has become the transfer of learning into the workflow.

The old tried and tested training course is no longer enough on its own. We have all seen the figures on how little of what is trained, is transferred, and then activated in the workflow. Sure, there are some things you are probably already doing to improve these figures, but to truly scale up what works, and get the measures to prove it’s working, you need a Learning Transfer Platform (LTP).

A Learning Transfer Platform acts like a wrapper around your formal training. It manages the pre-work you want to do, and this is particularly important where you are employing a flipped classroom model. It manages that critical immediate post-workshop period when people return to their workplace. And then a Learning Transfer Platform manages ongoing growth and practice to ensure that the material covered in the workshop lives, and results in changed behaviours.

Imagine for a moment that you’re the Chief Executive of a new business, and you’re offered a choice of two teams to work in your business.

Team One consists of people who are well-educated, have been on many training courses, and have lots of qualifications. The people in Team Two have done this sort of work before and have proven themselves capable of doing the work that needs to be done in your new business.

Which team would you choose?

It’s a question that I’ve asked CEOs, company directors, and managers, as well as people in L&D and HR in both the public and private sectors.

How did they answer?

Ninety-nine per cent of the people I’ve asked that question have picked Team Two.


They all knew that in the moment when a job needs to be done, capability to do the task counts far more than the amount of training someone has done or even the amount of knowledge they possess.

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“We need new ways to approach both old and new problems. The old problem is that of ensuring our workforce delivers the value we need at the time we need it. The new problem is that of ensuring our workforce is both efficient and effective at learning, unlearning and re-learning in an increasingly complex working environment, at a speed faster than ever before.”

Charles Jennings

Experiential learning

The Alchemy Learning Pathway SaaS platform is a simple but powerful way to accelerate the journey to proficiency. Adding your own custom pathway to the platform, or using one of the ‘ready to use’ pathways, it provides a structured approach to learning over a period of time. It focuses on the experiential and social aspects of learning; in effect, it ‘manages’ the 70 and 20 parts of the 70:20:10 learning model.



Helpful Resources

Alchemy Drive LTP

Alchemy Drive is a Learning Transfer Platform (LTP). It guarantees training outcomes are transferred into the workplace. It tracks behaviour change and measures ROI.


Book: Capability At Work: How To Solve The Performance Puzzle

In his latest book, People Alchemy founder, Paul Matthews, explains the importance of capability to organisational performance and why L&D and HR must make the capability of people and the organisation a priority.


Guide: Capability At Work

This complimentary guide provides a model of capability, and a way to use that model to drill down into the true causes that contribute to an employee being unable to adequately respond to the task they are asked to do.


Email us at [email protected] us or call +44 (0)1908 325 167 to discover how new ways of learning are improving learning transfer and driving behaviour change and increases in performance.