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 you need to design a complete learning experience from scratch
You're planning a workshop, training, or learning session and need a proven structure to organize your content and activities.
When designing workplace training where application on the job is the goal, and when sponsors need to see their role in making it work.
Before: manager
The manager discusses goals with the participant, involves them in choosing the programme and signals that application is expected.
Before: trainer
The trainer analyses needs, involves managers and participants in the design and aligns content with real work tasks.
Before: participant
The participant sets personal learning goals, prepares with pre-work and thinks about where the content will apply.
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.
After: manager
The manager reviews the action plan, creates opportunities to apply, gives feedback and reinforces use.
After: trainer and participant
The trainer provides follow-up, refreshers and support; the participant applies, reviews progress and seeks peer support.
Ensures your session has clear goals, logical flow, and measurable outcomes.
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.
- 1Start by defining what success looks like at the end
- 2Work backwards from outcomes to activities
- 3Build in checkpoints to verify learning
- 4Allow time for practice and application
- Corporate training programmes
- Leadership development
- Sponsor and manager briefings
- Blended programmes with follow-up
- Transfer is shared by three roles
- Before and after matter as much as during
- Managers are key to transfer
- Plan transfer interventions deliberately
- 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.