• 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

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 … Continue reading

9 Guidelines to Apply 70:20:10 Framework to Accelerate Time-to-Competence (Part-2)

70 20 10 -model for performance improvement

In this part-2 of the blog post, I will share remaining 5 of the 9 guidelines shared by Dr. Charles Jennings, a learning thought leader and advocate of 70:20:10 framework. He emphasizes that this framework, if  applied strategically, can enable organizations to compress time-to-competence. Click here to read the Part-1 for first 4 guidelines. http://www.personal-resonance.com/leveraging-702010-framework-accelerate-time-to-competence-thoughts-charles-jennings-part-1/ Guidelines 5 to 9 5. Design opportunities for reflection “From a practical point of view, making sure that structured training is experiential and contains designed opportunities to reflect the situations that people are going to encounter in the workplace. It certainly accelerates performance. The opportunities of reflection has to be built into day-to-day work after the training as well.”  6. Use the checklists to avoid unnecessary informational training “I think that the humble checklist is really underrated. I often feel that we can spend days training people, and actually we could give them three or four … Continue reading

Cognitive Training Techniques to Build and Accelerate Expertise: Interview with Dr. Ruth C. Clark

Training Techniques to Accelerate and Build Expertise

A while ago I had conversation with Dr. Ruth Clark exploring her views about certain training strategies to building expertise in problem solving skills and potentially accelerate it. She emphasized using worked examples and Scenario-based e-Learning training techniques as key to build expertise. Here is an excerpt from the conversation. About Dr. Ruth Clark: A recognized specialist in instructional design and technical training, Dr. Clark is author of Scenario-based E-Learning and newly released second edition of Evidence-based Training, two books that deal with evidence-based instructional strategies to accelerate expertise. She is also author of Building Expertise, a book with thorough account of research based cognitive training strategies to improve performance. For over 25 years Ruth Clark has helped workforce learning practitioners apply evidence-based practice guidelines based on valid research. Dr. Clark offers consulting by previewing your e-learning products or goals and evaluating your courses or offering customized design-development consultation. Ruth currently offers … Continue reading

9 Famous Training Models Supporting Development and Speed up of Expertise

Acquiring High Proficiency and Expertise Through Training

Several researchers established the possibility to produce professionals at higher level of proficiency using some special training strategies. But that’s stay as possibility to large extent. There is lack of any comprehensive mechanism of accelerating the proficiency either through training or otherwise which instructional designer,s training strategists or training experts could use off-the-shelf and apply in organizational context. As stated by Hoffman, Andrews & Feltovich (2012), “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). Some famous models do attempt to provide “some” insight into how training can be used to build certain level of proficiency of employees and to accelerate it. I thought I summarize various models from the angle of how expertise development and acceleration of expertise. Bloom’s Mastery Learning Model (1968) The educational theorist Carroll (1963) provided the first complete … Continue reading

New Measure of Training ROI: Time-to-Expertise and Time-to-Proficiency of Employees

accelerating TTP chart

  I wrote in previous post that 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 … Continue reading

3 Ways to Show-case Your Personal Performance and How to shorten Time-to-Personal Performance?

Slide1

Image credit: http://blog.secretmillionera.ru/ How do you turn into a high performance individual? In my last post 2 things you need to know to Accelerate Personal Expertise: Specialization and ‘One Thing’ I wrote that before you can lead others, you need to identify what the one thing you are best at. The key question is that how do you become best at something? During our research we found that there were three distinct and completely different mechanisms through which professionals are able to do their best and able to shine as high performance individuals. Let me share an interesting experiment as part of the research that was performed at a hi-tech organization. A select set of employees were given a pre-defined task which they had never done before. These employees were picked for research purposes and supposedly had demonstrated similar levels of skills, experience and knowledge on similar kind of assignments as seen from … Continue reading