In the recent few years, players of financial industry in Taiwan have developed wealth management business in full swing because of the optimistic aspects for the future revenue. Financial advisors provide the suggestions for saving investments, asset allocation and tax deduction which can help clients achieve their financial goals. Based on personal criteria play essential roles in this battle. They not only need to search for the potential customers but also sell varied kinds of financial products to them. Thus, financial advisors become popular positions in latter days. This research studied the training transfer of effectiveness for financial advisors in the F bank and there were 176 effective questionnaires returned. The reliability test, T-test, One-way ANOVA, Pearson of Correlation and Multiple Regression Analysis were instructed as methods of research in this study. The results were stated as followed¡G 1.The training transfer of effectiveness is different because the financial advisors¡¦ ages, seniorities, tenures and positions are varied. 2.The training transfer of effectiveness is indifferent when the financial advisors¡¦ gender, marriage, education background, related financial experience and the investment target. 3.The characteristics of trainees, the design of training and working environment are positively correlated to the training transfer of effectiveness. 4.The characteristics of trainees, the design of training and working environment is able to predict the training transfer of effectiveness.

Organisations are often faced with many challenges when they attempt to implement an entire workforce to a technologically advanced and complex platform that will alter the skill-set requirements for performance. Training can be ä very effective intervention strategy to implement this organisational change. However, theorists have proposed that training can also enhance organisational effectiveness, and it is believed that individual outcomes from training that emerge upward to achieve organisational objectives vertical transfer would strengthen the link between training effectiveness and organisational effectiveness. Using these theories as a foundation, this case study examined the effectiveness of an organisation's training to achieve performance objectives. Expansion from these theories was possible as this case study presented the multiple influences involved during successive interdependent team training to support the performance of safety-critical operations for a new working platform. In achieving interdependent team vertical transfer in emergency management during this training, results have revealed that training must first focus on individual level skill proficiency and collective enabling process skills horizontal transfer as they are a critical antecedent to ensure cohesion in interdependent team performance. Findings have further identified that the training content and methods must both support and determine the achievement of individual required skills. While simulation training that reflected the working platform benefits both learning and performance. Conclusions can also be drawn from this exploratory case study that the efforts by individuals upward through to teams and across teams has enhanced training performance outcomes. This empirical case study has shown that a multitude of factors and cumulative events that occurred prior to training and during training influenced the effectiveness of team training from multiple levels. Thus, this case study has been able to verify and expand current postulated models to provide foundation support for the design and delivery of interdependent training.