Analysis of the Learning-Practice Transformation Dilemma in G Mining Company Based on the Baldwin-Ford Training Transfer Framework

Abstract

Against the dual constraints of rigid work safety supervision and green mine transformation, small private mining companies generally face the problem of “training-practice disconnect”, characterized by insufficient training resources and difficulties in applying learned skills to actual jobs. This paper adopts the Baldwin-Ford three-dimensional framework of training transfer and takes G Mining Company as a case to systematically analyze the mechanism behind the dilemma of frontline employees’ training transfer in small mining enterprises. The study finds that the deficiencies in the three dimensions of employee characteristics, training design and organizational environment in G Company do not exist in isolation but interact with each other. Insufficient employee involvement and declining training effectiveness reinforce each other, which subsequently leads the management to reduce resource input. The three dimensions form a mutually causal vicious cycle, which is the deep-rooted cause of persistently low training transfer effectiveness. Accordingly, this paper constructs a full-process training transfer system consisting of pre-training activation, in-training optimization and post-training follow-up, and proposes a simplified Kirkpatrick four-level evaluation closed-loop system, so as to provide practical references for improving training implementation in G Company.