Sales training: effects of spaced practice on training transfer

Purpose The benefits of spaced training over massed training practice are well established in the laboratory setting. In a field study design with sales trainings, the purpose of this paper is to investigate the effects of spaced compared with massed practice on transfer quantity and quality, sales competence, and key figures. Design/methodology/approach Spaced and massed training are compared using behavioral and outcome criteria. A quasi‐experimental follow‐up research design with a sample of 64 bank employees (n=32 in each training group) is used. Findings Spaced rather than massed training practice resulted in greater transfer quality, higher self‐reports of sales competence, and improved key figures. Spaced training did not surpass massed training in terms of transfer quantity. Research limitations/implications The present study is the first to demonstrate positive effects of technical training on job involvement, and of coaching on job satisfaction. In sum, validity of several developmental interventions is highlighted. Practical implications Organizations designing and implementing various developmental interventions should pay attention to the relative effectiveness of these interventions on various organizational‐relevant outcome criteria. Originality/value An innovative approach to imply spaced practice in real sales training is presented. The effects of spaced practice on training transfer are investigated in the field.