Macro-Design · Covers the whole life of a programme, typically from weeks before the first session to months after.

Broad & Newstrom Transfer Matrix

The Broad and Newstrom Transfer Matrix crosses three roles (manager, trainer, participant) with three time periods (before, during, after training) to create nine cells of transfer strategies. It makes clear that transfer is a shared responsibility and that much of it is decided outside the training event itself.

When to use Broad & Newstrom Transfer Matrix

When designing workplace training where application on the job is the goal, and when sponsors need to see their role in making it work.

How Broad & Newstrom Transfer Matrix works

Fill the nine cells when designing a programme so every role has concrete actions before, during and after the sessions; use it with sponsors to agree who does what.

Phases of Broad & Newstrom Transfer Matrix

  1. Before: manager: The manager discusses goals with the participant, involves them in choosing the programme and signals that application is expected.
  2. Before: trainer: The trainer analyses needs, involves managers and participants in the design and aligns content with real work tasks.
  3. Before: participant: The participant sets personal learning goals, prepares with pre-work and thinks about where the content will apply.
  4. During: manager, trainer, participant: Managers protect the time; trainers use realistic practice, job aids and action planning; participants practise actively and link content to their own situations.
  5. After: manager: The manager reviews the action plan, creates opportunities to apply, gives feedback and reinforces use.
  6. After: trainer and participant: The trainer provides follow-up, refreshers and support; the participant applies, reviews progress and seeks peer support.

Key principles

  • Transfer is shared by three roles
  • Before and after matter as much as during
  • Managers are key to transfer
  • Plan transfer interventions deliberately

Best for

  • Corporate training programmes
  • Leadership development
  • Sponsor and manager briefings
  • Blended programmes with follow-up

Considerations

  • A planning matrix rather than a tested causal model; the strategies come from practice and research reviews.
  • Depends on manager engagement, which trainers often cannot control.
  • Omits peers and organisational systems as separate roles; newer models (such as the 12 Levers) add these.

Attribution & sources

Developed by Mary L. Broad and John W. Newstrom, 1992

Primary source

Design a session with Broad & Newstrom Transfer Matrix

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