Raman K. Attri
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About Raman K. Attri
Dr Raman K Attri is a global authority on speed in personal and professional performance. A learning scientist and one among few experts researching and speaking on speed, he specializes in research-backed strategies to speed up professional performance by 200% and helping organizations to reduce employee time to proficiency by 50%. An organizational learning leader at $40bn technology corporation, he manages a Hall of the Fame training organization, named one among the top 10 in the world. A prolific author of 20 multi-genre books, he writes on accelerating human excellence. Passionate about learning, he holds two doctorates in the learning domain, earned over 100 international educational credentials, and is awarded some of the world’s highest certifications. Undeterred from his disability and inability to walk since childhood, he continues to be an inspiring personality. He spreads his positivity by guiding leaders and professionals on the science and the art of speed in all walks of life. He loves to share his insights and motivate people.
Titles By Raman K. Attri
This book provides the readers with a first-hand account of findings exclusively related to training and learning strategies, instructional methods, and curriculum design. This book delivers over 21 training and learning strategies across online learning, classroom instructions, and on-the-job learning. These strategies will allow training designers and learning specialists to design workplace training programs that hold the potential to shorten time to proficiency of employees.
The book not only describes findings of the study and theoretical underpinnings, but it also provides practical guidance for implementation to equip corporate learning specialists, HR professionals, training leaders, performance consultants, and direct managers.
Chapter 1 of the book introduces the research study that was conducted and describes the sampling, participants, data collection and data analysis methodology.
Chapter 2 introduces the concept and definition of accelerated proficiency and metrics such as time to proficiency and speed to proficiency. The chapter sets the premise for the business need that demands learning designers to explore methods to shorten time to proficiency of employees.
Chapter 3 describes the result of proficiency curve analysis that revealed four possible trajectories to accelerate employee proficiency.
Chapter 4 introduces the four key hurdles in the form of the inefficiencies of traditional training models that hamper the acceleration of proficiency. This chapter sets the stage what needs to be avoided when designing training meant to accelerate proficiency.
Chapter 5 addresses the group of findings related to online or e-learning. A conceptual model is presented to describe five e-learning strategies with the great potential to accelerate proficiency in workplace skills.
Chapter 6 focuses on findings grouped as the formal classroom or instructor-led instructional strategies. The chapter specifies five instructional strategies to design classroom training and deliver an enriched learning experience to put learners on an accelerated proficiency path.
Chapter 7 explains the findings grouped as on-the-job learning or workplace learning strategies. The chapter describes three strategies for workplace learning design to leverage workplace opportunities and interventions which reported great potential to accelerate proficiency. The chapter presents a conceptual model of workplace learning strategies to guide the implementation of these strategies.
Chapter 8 consolidate the strategies for online learning, classroom learning and workplace learning into a simple model for training design that holds the potential to create training that can contribute into shortening time to proficiency of the employees.
Chapter 9 concludes the book with final thoughts on the role of training and learning strategies toward accelerating proficiency in the long run.
This book addresses the challenges typical technical training managers, and other technical managers face in justifying the return on investment of their programs, particularly for large-scale, investment-intensive programs. This book describes a very intuitive and practical model for the measurement of the effectiveness of technical training programs. The book is based on a 4-tier Return on Effectiveness (ROE) model developed through years of research, observation, and experience. The ROE model uses four simple indices: training reaction index, improvement index, effectiveness index, and impact trends to convey a full picture of the effectiveness of a training program. This feedback-based and data-based approach enables training managers with a step-by-step approach to collect data, measure important indicators and compute the indices to present evidence of the effectiveness of their training programs to the executives.
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 a distilled wisdom derived from an extensive research on 66 start-to-end project success stories spanning 28 industries, contributed by 85 best-in-class business leaders from 7 countries. 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. You will adopt data-based evidence to present compelling business cases to implement those metrics in your organization. In particular, this book will enable you to find the answers to some crucial questions:
- 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?
Time is money and a reduction in time should be the first goal of any training program or any employee development initiative. The skills and knowledge acquired today become irrelevant or obsolete quickly. In that kind of dynamics, the organizations have shifted focus on how to shorten time to proficiency of employees and bring them up to speed to the required performance in a shorter time. This book intends to establish scholarly know-how on this construct of Accelerated Proficiency and provide practitioners and researchers with a condensed and coherent knowledge-base on this burning business concept. The book explores concepts, themes, nature, and challenges associated with the process of accelerating proficiency. This book discusses the business metrics of time to proficiency and speed to proficiency. This book is organized around reviews of studies on performance and proficiency from several different disciplines spanning over five decades. In particular, this book will enable you with the answers to some crucial questions - What is the nature of the proficiency in the organization? What is the meaning and goal of accelerating proficiency? Whether or not proficiency and performance of employees can be accelerated? What kind of methods has been researched and proven to accelerate proficiency?
Chapter 1 of the book elaborates on how the processes of learning, skill acquisition, and expertise development are interwoven. Chapter 2 presents a classification of various models reviewed in literature in five categories. Chapter 3 describes twelve models of skill and expertise acquisition which are represented in the form of stages. used frequently in learning, training and performance literature. The chapter also discusses the implications of each model toward developing skills and expertise of a less proficient individual to a higher level of proficiency briefly. Chapter 4 reviews practice-, time- or task-based models which are theories or models suggesting that acquisition of knowledge & skills, development of expertise and performance improvement is a function of nature of practice, amount of time spent on the task and task type. Chapter 5 presents the factor-based models, which are based on theories or models suggesting the interplay of several factors that influence the acquisition of knowledge & skills, development of expertise and performance improvement. Chapter 6 embarks on describing expert modeling-based models which are theories or models suggesting modeling an expert through elicitation or guidance for acquisition of knowledge & skills, development of expertise and performance improvement. Chapter 7 covers some newer movement toward cognition-based models which are theories or models focusing on mechanisms of cognition learning for the acquisition of knowledge & skills, development of expertise and performance improvement. Chapter 8 concludes the book by integrating views from various thought leaders to explain a famous staged skill acquisition model.
The book delivers 35 powerful, proven strategies across 8 core strategic competencies namely thought process, decision-making, operations management, project leadership, strategic leadership, global team leadership, and professional development. The book provides authentic understanding, knowledge, insight, and guidance required to be successful in training domain. This book is the first-of-its-kind focused exclusively on the aspect of accelerating leadership and management development path for new training and learning managers.