From my own experience, some classes are actually really effective for learning, while others don’t really stick. I think the difference usually comes down to how the training is designed and whether it gives you a chance to actually use what you are learning.
One class I took that was really effective, used a mix of instruction and hands-on practice. Instead of just sitting through lectures, we had activities, examples, and feedback, which helped a lot. Looking back, this matches what we learned about training design, especially the importance of “hands-on methods” like simulations and practice for improving skill development and transfer of training. It also connects to the UPS training example, where employees learn better when they can apply what they are taught instead of just watching or listening.
In terms of Kirkpatrick’s model, this class went beyond just “reaction” and “learning” and also reached the “behavior” and “results” levels. I actually felt like I improved my performance and could apply what I learned later, which shows real behavior change and outcomes.
On the other hand, I have had classes that were mostly lecture-based and didn’t really include practice or feedback. Those classes felt more like information being delivered instead of actual learning. Even if the content was important, it didn’t connect to anything real, so it didn’t stick. From a training perspective, it lacked good design and didn’t support transfer of training to real use.
Overall, I think effective training depends on design, especially whether it includes practice, feedback, and real-world connection. As Ellis et al. (2017) point out, training is most effective when employees are supported in applying what they learn, not just hearing it.
References
- Ellis, A., Nifadkar, S. S., Bauer, T. N., & Erdogan, B. (2017). Your new hires won’t succeed unless you onboard them properly. Harvard Business Review. https://hbr.org/2017/05/your-new-hires-wont-succeed-unless-you-onboard-them-properly
- Colvin, G. (2010). Making of a UPS driver. Fortune. https://fortune.com (Archived article)
- Buckingham, M., & Coffman, C. (2020). First, break all the rules: What the world’s greatest managers do differently (20th ed.). Gallup Press.