Every organizational change needs a champion.  And, improving learning transfer in an organization is a change process.  The question is: Who should be the learning transfer change champion?

The conversation usually starts with the Human Resources department.  They seem to be the logical choice, right?  In some respects they are since they usually control the learning initiatives.  It seems to make sense that they should therefore be the ones to "push" transfer through the organization and be made accountable for the outcomes.  The problem is that about half of the outcomes are influenced by factors outside their control in the work environment.  So they are put in the uncomfortable position of trying to influence line organizations to do things to help transfer. The reality is many HR organizations simply don't feel empowered to do it. Sometimes they aren't, and sometimes HR just doesn't know how to be a business partner. Regardless, they often don't feel comfortable working outside what they directly control--the learning events.

So why shouldn't line management (CEO, COO, etc.) take the lead and champion the change?  It would certainly make sense because they are the ones responsible for the business results from training, right?  Clearly they have the most at stake as to whether business results occur.  Perhaps they should "pull" transfer through the organization.  On the other hand, most departments don't like to have change imposed on them and HR departments are no different. HR departments are quite capable of subverting change efforts they don't believe in.  If CEOs decide to champion learning transfer change, they will need HR as a committed partner so they tend to tread lightly by deferring to HR.

And then there is the Chief Financial Officer. They are responsible for monitoring the return on investment from the organization's investments. Thus, wouldn't it make sense for them to push to increase learning transfer so that the ROI from learning increases?  CFO's certainly "get" the need for improving learning transfer and often have a lot of power in organizations.  On the other hand, how many HR departments do you know that have a close relationship with their CFO?  And how many CFO's do you know that understand learning?

So what happens in practice?  Nobody champions learning transfer improvement!  It simply falls through the cracks because nobody feels empowered to take the lead--and nothing changes. It sits out there in the "gray area," belonging to everybody, but nobody.

I argue that SOMEBODY must step up and become the learning transfer change champion in each organization.  The answer to who it should be will likely vary from organization to organization.  It could be HR, the CEO, or the CFO--but somebody has to take the lead.

So decide today who it should be in your organization--and get started on the learning transfer change journey!