Training Industry Quarterly - Winter 2012 - (Page 40)
TRACKING TRENDS | KEVIN OAKES
IDENTIFYING ROADBLOCKS TO PRODUCTIVITY ADDS VALUE TO THE BUSINESS
HOW LONG DOES IT TAKE TO GET FULLY PRODUCTIVE?
ow long does it take to get an employee up to full productivity? That’s a question that has perplexed many in the business world for years, but new research shows that measuring it is something high-performing organizations do to a greater extent than their lower-performing counterparts. Before you can measure it, defining what “full productivity” means is important. Some organizations are mainly interested in the time required to ensure that a new employee has all the credentials and equipment necessary to perform the job they are hired to do. This orientation – or onboarding — slant essentially gauges readiness to undertake a job as opposed to actual performance in the position. A more sophisticated approach considers the time required for the new employee to master the skills needed to perform the job at a competent level. A third view of time-to-full productivity takes the measure to a still-higher level. This definition specifies not just the time required to master the skills to perform job duties, but to do so to a degree of proficiency that matches that of a colleague with several years of experience. In some situations, such an approach may be termed “timeto-optimal productivity,” referencing the employee’s reaching his/her peak capability to contribute to the organization within a specific position. One thing is clear: few companies spend the time to measure this today. In separate studies done by the Institute for Corporate Productivity (i4cp), we found that as few as 10 percent — and only as many as 16 percent of business leaders — report that their companies use timeto-optimal productivity to a high or very high extent. Most don’t bother to measure it at all.
In your organization, to what extent is data related to time to full productivity used internally for the following?
Market Performance Indicator Score (MPI) Higher performers Lower performers
Percentage of respondents indicating “High extent” or “Very high extent”
Why selection Measure It? Bluntly, meaWorkforce suring this helps planning companies determine whether they should Recruiting function evaluation continue fishing or cut bait. Research shows Quality of hire that nearly one determination in four companies were most Individual likely to use the development plan results to make creation termination decisions. Among New employee high-performevaluation ing organizations (those Hiring manager organizations evaluation with greater revenue growth, market share, profitability and customer satisfaction than their competition), the percentage rose to 36 percent. Measuring this affects several areas of human capital. From a learning and development perspective, faster time-to-full productivity may be seen as a reflection of the orientation and onboarding success. Ongo-
ing development, mentoring and coaching also can be evaluated by this measure. Measuring it also provides insights into the recruitment process. A candidate who was accurately sourced and screened should come up to speed in an expedient manner, while a poor hire (perhaps lacking in cre-
Training Industry Quarterly, Winter 2012 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ
Table of Contents for the Digital Edition of Training Industry Quarterly - Winter 2012
Training Industry Quarterly - Winter 2012
From Where I Sit: The Age of Personal Learning
Table of Contents
The Discipline of Instructive Coversation
Real' Learning: The Role of Context
Context, Connectivity and Community
Don't Be Afraid of Feelings in the Workplace
Peer-to-Peer: The Future of Learning
It's All About the Social. Or is it?
Informal Learning: The Dawn of a Profitable New Era
Harvesting Creativity through Social Media
Connect, Learn, Share, Innovate: How to Begin Your Social Media Journey
Casebook: Marriott: Accommodating IT Training
How Long Does it Take to Get Fully Productive?
Closing Arguments: The Social Network
Training Industry Quarterly - Winter 2012