• Personal Resonance© is a research forum engaged in transforming findings from proven research studies on learning, training, performance and expertise into practical training solutions and practices to 'accelerate time-to-expertise' of organizations and professionals. Aggressive time-to-market drives organizations to develop complex cognitive skills of their employees at faster pace to beat their competitors. Goal of forum is to find and share the answer to that ‘speed’. The forum is trying to develop a core knowledge-base in four areas by systematically assimilating, analyzing and synthesizing the proven research studies in wide range of disciplines like cognitive sciences, neuroscience, psychology, education, learning and brain science, etc.: 1) Accelerated Workplace Expertise: Proven research-based strategies and methodologies to accelerate expertise of organization as a whole through training and learning. 2) Accelerated Professional Expertise: Science-based resonance techniques to accelerate expertise, peak performance and effectiveness of individuals. 3) Strategic Training Management: Experience-based competitive philosophies and processes to manage large-scale complex learning and knowledge operations to produce proficient workforce. 4) Competitive Instructional Design: Advanced instructional and learning design techniques to deliver higher order complex skills like problem solving, critical thinking, decision making, technical troubleshooting.

Why ‘Accelerating Time-to-Proficiency’ metrics are important in today’s business world?

Concept of Accelerating Time-to-Proficiency

Concept of Accelerating Time-to-Proficiency

What is this Time-to-Proficiency metrics anyway?

Over the last decade every one of us has seen tremendous changes in technology and learning across the industries. In hi-tech industry, organizations are trying to squeeze (or accelerate) time-to-market of new technologies, services, products and solutions to gain competitive edge over others. Talking to several thought leaders in the industry, it appears to me that there is a large lag between speed with which organizations can build capability of employees and the speed of time-to-market of products, services, solutions, technologies. This business challenge of squeezed time-to-market has led to a new business challenge for training experts how to drive workforce to achieve full productivity at equally fast pace.

Also lately, most of the organizations are targeting proficiency as the minimum desired level of performance of their employees. In general the time taken by an individual to acquire the skills necessary to reach to a level where his performance can be deemed as “proficient” (or exhibiting ‘desired proficiency’) is called time-to-proficiency (Pinder and Schroeder, 1987). This is generally measured either from his day of hire or from the day he takes first training course. This time usually also involves time spent on OJT and other allied activities to gain proficiency. Carpenter, Monaco, O’Mara, & Teachout (1989) appears to be first one to develop first Time-To-Proficiency model in military context which established relationship between actual performance, aptitude, experience, costs and minimum acceptable level of job proficiency for recording airmen proficiency (as cited by Faneuff et.al, 1990). It took time for the same concept to make way into business world.

What leading thought leaders say about importance of “Accelerating” Time-to-Proficiency?

Now the organizations have started understanding the business value of measuring and shortening time-to-proficiency (time-to-expertise). The purpose of achieving faster time-to-proficiency is financial and competitive. Having employees coming to a desired proficiency level faster allows organization to have competitive edge in the market and the may be more effective faster in handling their customer’s needs. Very basic essence of the concept of time-to-proficiency is that proficiency level stays same, but by accelerating the time taken to achieve same proficiency, organization gain dollar value, productivity, customer satisfaction and overall effectiveness of the business. Some of the leading training thought leaders have been pitching for importance of time-to-expertise of employees.

  • Williams and Rosenbaum (2004) state in  Learning Paths that “You need to know the level of performance required to do the job and how long it takes to get there…..when you can get employees up-to speed in far less time, productivity rises at far less expense”.  Learning Paths (2013) puts the advantage of accelerated time-to-proficiency in terms of financial value to organization as “Every minute, employees are less than fully proficient, has a direct financial impact on the organization”. (p.13)
  • Rosenheck (2005) also emphasizes the importance of time-to-proficiency: “If we can reduce the time it takes to become expert or at least proficient performers, we can save our organizations a lot of money, increase retention rates, reduce errors, and improve customer satisfaction”.
  • Jay Cross (n.d.) wrote in his blog on “how to reduce time-to-proficiency” state the importance of making employees proficient faster: “The faster a worker becomes proficient, the more profitable the firm. Companies that focus on shortening the time employees complete formal, explicit learning are looking at a drop in the bucket. Improving the effective of experiential, tacit learning adds much more to the bottom line. Managers who make apt stretch assignments produce productive workers sooner.”
  • Stephen Libby (2010) commented in his blog about increasing awareness about time-to-proficiency by stating that: “North American businesses usually expect newly hired or promoted personnel to reach job proficiency within 90 days. This is of course only feasible if they have received excellent training and integration into their new work environment. Proficiency will naturally take longer to achieve if new job responsibilities are highly specialized or if inadequate or unsuitable training is given to the new staff.”

What if organizations do not pay attention to time-to-expertise of their employees? The poor time-to-proficiency may result in higher costs to organizations.

  • Dimension International President and CEO Williams Byham states that: “Getting off to a weak start in a new job costs organizations in three ways: 1. It takes too long for the new hires to reach full job proficiency. 2. Job engagement decreases as individuals experience early failure or misunderstandings. 3. Individuals start to consider moving to a new job”. (p.2)

In my research I found that not all organizations are yet able to measuring training effectiveness or ROI with the metrics like time-to-proficiency, time-to-full productivity or time-to-expertise. But it might be coming in due course of time….

What researchers say about how long does it takes to reach expertise?

Measurement of time-to-expertise has long intrigued researchers. Allow me to share angles from various renowned researchers in regards to time-to-expertise.

  • Raskin (1936) in early research found that time interval between scientists’ and authors’ first accepted publication and their most valued publication averages about 10 years which amounts to even longer preparation time. Since then 10-year rule to achieve expertise has been empirically tested in many studies.
  • Simon and Chase (1973) argued that similar to chess, several other domains exhibit the patterns of achieving expertise in 10-years.
  • Hayes (1985) later also commented that literature appears to have accepted the classic estimate that the development of very high-level skill in any complex area takes at least ten years of concerted effort.
  • Bloom (1985) and Hayes (1989) reinforced the observations that a decade of intensive preparation is necessary to become an international performer in a broader range of domains including chess, sports, and the arts and sciences.
  • Ericsson, Krampe & Tesch-Romer (1993) further found that it takes 10,000 hours or 10-years (20 hours for 50 weeks a year for ten years = 10,000) of intense training and ‘deliberate practice’ to become an expert in almost anything.

Note that most of these studies focused on time it takes to reach word-class ‘expertise’. Most of the literature appears to use term time-to-expertise and most training professionals appear to relate to it well. However, in organizational context usage of time-to-proficiency term is more appropriate. Proficiency in work settings which refers to exhibiting superior performance during daily jobs at full productivity and goal is not to reach world-class expertise. As an example, typical airline pilots takes about 5-6 years to reach ‘desired proficiency’; a corporate manager may reach the ‘desired proficiency’ in 2-3 years. Thus the time to ‘desired proficiency’ varies from job to jobs and from organization to organization.

If it takes long time, we need to do something

Time is money and any reduction in time should be the first goal of any training program, while not losing focus on effectiveness and quality of the same.

  • A decade ago proponents of deliberate practice of 10 years Ericsson et al. pointed out that there are no proven ways to develop expertise faster when they said, “Although these studies [on expertise] have revealed how beginners acquire complex cognitive structures and skills that circumvent the basic limits confronting them, researchers have not uncovered some simple strategies that would allow nonexperts to rapidly acquire expert performance.” (Ericsson & Charness, 1994, p.737)
  • Very recently, Hoffman, Andrews & Feltovich (2012) raised this issue as: “empirical fact about expertise (i.e., that it takes a long time) sets the stage for an effort at demonstrating the acceleration of the achievement of proficiency.” (p. 9). They further make an appeal to training professions that “Our vision is that methods for accelerating the achievement of proficiency, and even extraordinary expertise, might be taken to new levels such that one can accelerate the achievement of proficiency across the journeyman-to-expert span post-hiring.” (p. 9)

Nevertheless, there is general consensus that time taken to achieve high level of proficiency to do any job consistently and reliability with high degree of repeatability is generally very long and that sets grounds to put some processes, methodologies and efforts to build a knowledge-base to reduce it. However, reality is that even today there is lack of proven knowledge-base in training industry as a whole.

I have been interacting with handful of such experts who are strong proponent of the concept of accelerating proficiency. Most of them have their own independently proven practices and methodologies, but I think training industry need to break such silos and should rope in the experience of key knowledge agents in this niche area as a ‘talk of the town’. I guess I am trying to raise a kind of appeal in this post that we might need more discussion around this niche area, not from commercial consulting angle but from the collaboration angle like making forums or groups which specifically address with this business challenge by putting collective knowledge and learning together.

If post triggers your interest, do put comments what you think about this niche area of ‘accelerating’ expertise or proficiency.

About Raman K. Attri

Raman K. Attri is a complex learning strategist, a transformational training consultant and a researcher with over 20 years of experience in engineering, management and technical training. His primary area of focus is to provide strategic directions to organizations in implementing next-generation competitive training strategies. His research interests include complex learning, accelerated expertise and advanced instructional design. He is also the founder of Personal Resonance©, a research forum with a charter to transform proven research studies on accelerated expertise into organizational training practices. His training and learning solutions are strongly founded in system engineering techniques applied to large-scale training programs. Equipped with scientific training methods, he innovated two research-backed complex learning frameworks namely SEAT© (Systems Engineering Approach to Training) and ProBT© (Proficiency Based Training) methodology primarily meant for organizations to accelerate development of complex cognitive skills of their employees systematically at faster rate. He is highly passionate about learning. He holds Professional Doctorate in Corporate Training, MBA in Operations Management and Executive MBA in Customer Relationship Management. Currently he is pursuing another Doctorate degree from Southern Cross University. His personal interests involve writing and painting.
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