In the first episode of the L&DI’s Happy Sheet Podcast, host Paul Donovan is joined by HPC CEO Kevin Hannigan to explore one of the most persistent challenges in learning and development: why so much learning fails to translate into meaningful workplace performance.
While organisations continue to invest heavily in learning and development, Kevin argues that transfer is often treated as an afterthought, something to be evaluated once a programme has ended. Instead, he believes transfer should shape every aspect of the learning design process from the outset.
“We should treat transfer more like a design constraint rather than something we think about after the fact. This means that we have to think about it all the way through.”
For Kevin, this means understanding not only what people need to learn, but also the conditions in which they work, the behaviours the organisation is trying to change, and the incentives that may be reinforcing current ways of operating.
A key theme throughout the discussion was that transfer is not solely the responsibility of the learner. Too often, organisations focus on whether individuals remember and apply new knowledge while overlooking the systems around them. Managers, processes, reward structures and workplace norms all play a significant role in determining whether new behaviours take hold.
The conversation also challenged the assumption that teaching broad principles alone is enough to drive change. While principles matter, Kevin emphasised the importance of helping people recognise when and how those principles apply in their specific context. Without opportunities to practise, apply and reflect, learning can remain disconnected from day-to-day performance.
To increase the likelihood of transfer, Kevin argued that learning is most effective when it mirrors the reality of the workplace. However, he cautioned against chasing perfect realism. Instead, he believes in creating situations that stretch learners while remaining relevant to the challenges they face.
“The sweet spot is something that’s recognisable, but not quite complete.”
This balance between challenge and support creates what Kevin describes as productive struggle, helping learners build the judgement and adaptability required to perform in real-world situations.
Looking ahead, Kevin suggested that the role of learning and development is evolving. Rather than simply delivering programmes, L&D professionals increasingly need to act as stewards of organisational capability, bringing together learning, practice, manager reinforcement and performance support to help organisations solve business challenges.
Ultimately, the discussion highlights a fundamental shift in thinking: learning creates value not when people attend a course, but when they apply new behaviours that improve performance and deliver meaningful business outcomes.
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Kevin Hannigan – HPC
Kevin leads the Learning and Talent Consulting offering and is also CEO at HPC. He works with clients to develop, deliver and evaluate bespoke solutions that drive performance across their business.
He is a highly skilled consultant and facilitator with a wealth of experience in designing the systems and processes that support effective learning, measurement and talent development.
Before joining HPC in 2013, Kevin was head of learning and development for Matheson, Ireland’s largest law firm and for C&C Ireland.