There is only one way to ensure that line managers support training, is your HRM policy aligned with it?

Line Managers strongly influence the extent to which learning transfers into performance improvement. Regrettably, perhaps due to three systemic issues, many managers resist personal involvement in developing their direct reports. These issues are;

• The typically hierarchical structures of post-industrial revolution organisations

Many 21^st Century employers remain constrained by a silo-driven culture.  This makes implementing a systemic, cross-functional approach to learning transfer, which requires the collaboration of line managers difficult to administer because they see their priorities as task-focused. 

• Training is often not perceived as having strategic importance

Many managers at all levels regard training employees as purely a necessary business overhead to meet today’s operational demands and not as an investment in tomorrow’s wealth creation.  They regard direct reports attending courses as inconveniences and are either neutral about application or even discouraging to trainees on return to work.  In such a workplace environment there is little chance of effective learning transfer.

• An incompatible management paradigm

Many managers still follow the last Century management command-and-control paradigm.  They tend to have been selected on the basis of their technical, subject matter knowledge and expertise.  Often overlooked is whether they are emotionally and psychologically suited to engage the hearts and minds of their team members and bring out their best performance.  This is perhaps why less than 40% of line managers see coaching their people as an important part of their job.  If their default style is task-focused they have little time or interest in supporting or encouraging learners to apply what they’ve learned.