About the book
In today’s fast-paced world, with a high degree of skill obsolesce, massive technological innovations, and rapid changes, it is important that global leaders develop the performance of their employees to be at par with the speed of businesses. This book aims to make “speed” as the priority to stay ahead in the competition. This book is a one-stop portal for futuristic leaders and managers to learn about the importance of shortening the time to proficiency of their workforce. This book is the first and the only one until now that has revealed some alarming figures on the time to proficiency metrics, which, you, as a futuristic leader, cannot afford to ignore. You will gain in-depth insights as to why and how the best-in-class global business leaders prioritize and institute time to proficiency metrics in their business dashboards.
- How can you go about being a “speed-savvy” visionary leader?
- Why should you focus on developing employee proficiency?
- Why should the speed of employee development matter to you as a leader?
- How are global organizations using the new time to proficiency metrics?
- How alarming is the time to proficiency of workforce in your industry?
- What drives the best-in-class leaders to prioritize time to proficiency metrics in their dashboards?
- What tangible business gains can organizations derive from a shorter time to proficiency?
Executives, CEOs, and leaders: Ideally, this book is meant for forward-thinking and futuristic executives, top management professionals, leaders, and managers who want to stay visionary and ahead of the market. The book is equally powerful for performance consultants and learning leaders who need to change their thinking process for a more business-oriented approach to employee development. The book will change the way human resource executives think about employee development, talent development, and corporate training.
Workforce and learning analytics team: This book is a treasure trove of never-seen-before figures on time to proficiency of the employees. These numbers will change the way data analytics are established and tracked in larger organizations.
The chapters in this book dive into developing and understanding business case as to why best-in-class leaders chose to make time to proficiency metrics as their number one priority. This book is organized as follows:
Chapter 1 introduces the preamble and background of the book.
Chapter 2 introduces the TTP study that I conducted across a large sample of world-renowned leaders to investigate the strategies and practices to accelerate proficiency in organizations. I discuss the findings of this study in the subsequent chapters, elaborating on the various aspects of accelerated proficiency.
Chapter 3 provides the foundational understanding of the concept of proficiency. The chapter presents the role of proficiency in employee performance and sets the grounds for defining and outlining proficient performance, as suggested by various researchers. The chapter also discusses in detail the four characteristics of proficient performance at the workplace and establishes the construct of job-role proficiency.
Chapter 4 broadens the understanding of the concept of accelerated proficiency. It explains the metrics such as time to proficiency, time to competence, time to full productivity, and speed to proficiency, and relates them back to the concept of accelerating proficiency. The chapter also describes the five characteristics of accelerated proficiency, which emerged from the TTP study.
Chapter 5 describes how the magnitude and scale of TTP act as triggers for organizations to rethink shortening it. It establishes the importance and mechanism of measuring TTP. The chapter analyzes the TTP numbers across various contextual parameters such as job type, complexity, critical skills, economic sectors, business sectors, and industry groups. The chapter also raises an appeal as to why organizational leaders cannot ignore the magnitude and scale of TTP.
Chapter 6 presents the findings of the TTP study on the factors that drive organizations to institute projects to shorten TTP. The chapter reveals four drivers, namely time-related pressures, speed-related competitiveness, skill-related deficiencies, and cost or financial implications.
Chapter 7 outlines the findings of the TTP study and provides a deeper understanding of the benefits accrued by organizations from a shorter TTP. The chapter discusses the four business benefits, namely business gains, cost savings, improvements in operational metrics, and productivity improvement. The chapter also provides a sense of the range and extent to which leaders can expect a reduction in TTP.
Chapter 8 concludes the book with a big picture that ties the triggers, drivers, and benefits into a closed-loop system model. It explains how a longer TTP may hamper organizational goals and why it is worth doing something about it.
Table of Content
THE BUSINESS OF TIME AND SPEED
1.1 WHAT IS THE PROBLEM?
1.2 WHY THIS BOOK?
1.3 HOW THE BOOK IS ORGANIZED
THE RESEARCH STUDY ON TIME TO PROFICIENCY
2.1 THE RESEARCH STUDY
2.2 RESEARCH OUTCOMES
THE ROLE OF PROFICIENT PERFORMANCE AT THE WORKPLACE
3.1 NATURE OF WORKPLACE PERFORMANCE
3.2 PROFICIENCY AND PERFORMANCE
3.3 NOVICE-TO-EXPERT PROGRESSION
3.4 PROFICIENCY SCALING
3.5 PROFICIENT PERFORMANCE IN ORGANIZATIONS
3.6 EXPERT PERFORMANCE
3.7 WHAT IT MEANS TO YOU
IMPORTANCE OF TIME TO PROFICIENCY METRICS IN ORGANIZATIONS
4.1 TIME TO PROFICIENCY (TTP)
4.2 SPEED TO PROFICIENCY
4.3 ACCELERATED PROFICIENCY
4.4 DEFINING TTP METRICS
4.5 DRAWING THE BOUNDARIES
4.6 WHAT IT MEANS TO YOU
THE MAGNITUDE AND SCALE OF TIME TO PROFICIENCY
5.1 MEASURING TTP 125
5.2 THE MAGNITUDE OF TTP
5.3 COMPARATIVE ANALYSIS OF TTP
5.4 THE SCALE OF TTP
5.5 WHAT IT MEANS TO YOU
THE BUSINESS DRIVERS TO REDUCE TIME TO PROFICIENCY
6.1 TIME-RELATED PRESSURES
6.2 SPEED-RELATED COMPETITIVENESS
6.3 SKILL-RELATED DEFICIENCIES
6.4 COST OR FINANCIAL IMPLICATIONS
6.5 INTERPLAY OF DRIVERS
6.6 WHAT IT MEANS TO YOU
THE BUSINESS BENEFITS OF REDUCING TIME TO PROFICIENCY
7.1 MAGNITUDE OF REDUCTION IN TTP 191
7.2 BENEFITS OF A SHORTER TTP
7.3 WHAT IT MEANS TO YOU
THE CLOSED-LOOP OF TIME TO PROFICIENCY
8.1 THE CLOSED-LOOP OF TTP
8.2 WHAT IT MEANS TO YOU
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