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Summary: For years, the success of eLearning experiences has been gauged using the following common metrics: completion rates of courses, learning satisfaction scores and tests.

Learning Success Through Performance

Although many metrics provide some superficial answers, they have not addressed the most significant business-related question: "How quickly can learners carry out their tasks?" This is where time-to-competency or TTC adds significant value. Rather than looking at the learning activity, it looks at the learning impact by determining how long it takes for a learner to achieve an acceptable level of competency.

What Is Time-To-Competency?

Time-to-competency represents the time span between when a learner starts training to when a learner can deliver all the necessary tasks to specified performance requirements. Unlike completion-based metrics, it values capability rather than consumption. Competency is not mastery. Competency is the capacity to apply knowledge and skills correctly in an independent and assured manner. Thus, the TTC measures the gap between learning and performance.

Why Traditional Learning Metrics Fall Short

Completion rates reflect attendance rather than effectiveness. One can finish a course and not have enough confidence or skill to apply it in their work. Also, what is being tested in quizzes is short-term retention, not application over time.

Learner satisfaction surveys are important, but indicate performance rather than perceptions. A course might simultaneously be engaging and ineffective or challenging and influential. Not one of these measures shows how learning has added value to business productivity and quality. In time-to-competency, the emphasis moves from "did they complete the course?" to "can they do the job?"

Why Time-To-Competency Matters To The Business

In regard to business, it is noted that TTC impacts risk management and operational efficiency directly:

• Reduced onboarding time Fast onboarding of new employees translates to the employee starting to beget revenue sooner.
• Increased performance When employees develop competency quicker, there are fewer mistakes and less need for supervision. Skill gaps are bridged as TTC points out areas where learners need improvement.
• Better learning investments The organization can assess which learning programs facilitate faster performance improvements.

In regulated industries, a smaller and documented TTC may also serve to reduce risks associated with compliance by ensuring that appropriate skills are possessed for critical tasks to be performed by workers.

Defining Competency: The Critical First Step

The measurement of time-to-competency calls for a definition of what competency entails. This has traditionally been where companies have struggled. Competency should be defined in partnership with:

1. Subject Matter Experts (SMEs)
2. Line managers
3. High performing workers

Competency definitions that are effective are observable and measurable. Instead of focusing on knowledge, competency definitions should focus on actions and outcomes. For example, "can troubleshoot customer problems on their own within service levels" is more measurable than "is familiar with the product." Failures of clearly defined competencies will lead to unreliable time-to-competency measurements.

Method For Measuring Time-To-Competency

While TTC measurement does not involve complicated systems per se, it does involve design. Methods used include:

• **Performance checklist **The manager verifies that learners are able to do the task on their own.
• **On-the-job evaluation **Job tasks are assessed as they are performed in real work conditions.
• **Simulation evaluations **Skills are shown in a practical setting.
• Operational Key Performace Indicators Key Performance Indicators are operational, such as error rates, productivity, or customer satisfaction.

The clock begins when learning commences and ends when competency has been demonstrated, not when a course ends.

Designing Learning To Reduce Time-To-Competency

Once TTC is tracked, learning strategies can be optimized to reduce it. Key design principles include:

1. **Role-based learning **Focus only on skills required for the role, eliminating unnecessary content.
2. **Practice-driven design **Prioritize scenarios, simulations and hands-on application.
3. **Performance support **Provide job aids, checklists and micro-resources at the moment of need.
4. **Blended reinforcement **Combine digital learning with coaching, feedback and peer support.

Learning should be viewed as part of a broader performance ecosystem, not a standalone event.

Common Mistakes When Using Time-To-Competency

Organizations often undermine TTC by:

1. Treating competency as a one-time milestone rather than a sustained state.
2. Relying solely on self-assessments.
3. Ignoring contextual factors such as manager support or workload.
4. Measuring too early, before performance stabilizes.

Time-to-competency works best when combined with ongoing performance monitoring and continuous improvement.

From Learning Metrics To Performance Metrics

Time-to-competency is a paradigm shift in thinking. The purpose of learning is achieving competency rather than being an end goal in itself. For L&D professionals, it is a credibility builder, focusing on learning outcomes that align with organization goals. In a world where skills change rapidly and productivity pressures continue to escalate, organizations can no longer afford to measure learning in silos. The question now isn’t how much learning took place but how fast its impact was felt. Time-to-competency is more than a statistic. It is a paradigm through which learning itself becomes more meaningful.

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