When newcomers join the team, there are often significant differences in how quickly and how well they perform their assigned tasks. Basically, I have identified the following types, which I would like to link to learning curves:

1. Diminishing returns: Here, we often dealt with newcomers who were able to work productively very quickly within the first 4 to 12 weeks and generated enthusiasm within the team. We noticed this particularly often when these individuals performed well in recruitment tests and were then allowed to start in positions where the scope of the tasks was clear and good onboarding materials were available.
2. S-curve: In some cases, we also observed a kind of S-curve in competence development and performance. This was particularly common when people joined the team who had performed moderately well in specific recruitment tests but already had some previous experience. These individuals often needed more time during onboarding to get to grips with specific procedures and processes, but were then able to hit the ground running after 6-10 weeks. In some cases, however, we also saw a decline in performance. This was particularly the case when the new employees lacked intrinsic motivation and had to be regularly reminded of their tasks.
3. Increasing returns: In a few cases, however, we also had situations where little progress was noticeable in the first 12 weeks. In some cases, targeted coaching helped these employees get off to a rapid start.

In the following, I would like to outline the possible reasons for the increasing returns pattern and what helped bring about the turning point in a pattern such as increasing returns.

Reasons for increasing returns

As is always the case with phenomena, they are often not caused by a single factor, but depend on several factors. There are two major pull factors in the learning curves of new entrants. One is the organization they join, and of course the newcomers themselves and what they bring to the table in terms of cognitive skills, motivation, domain-specific knowledge, and so on.

Influenced by the organization

Thinking of the circle of influence the organization here can only control how the organization is structured and who joins it. One of the most important parts of the given structure is the onboarding program. There are many different approaches. In some cases, there is only a one-day workshop, or newcomers are inundated with information from the start, which is overwhelming and prevents them from focusing on certain important areas.

Another related issue that can flatten the learning curve is the lack of scope of a position. Due to the large number of activities and different areas, newcomers may not know what to focus on. This also makes it difficult for newcomers to develop automatic responses to certain tasks, which would allow them to reduce their cognitive load and make room for new learning and insights.

Influenced by newcomers

Let’s assume that a good selection process has resulted in the hiring of highly motivated and capable individuals. However, the phenomenon of an increasing returns learning curve can still occur. The problem is often that the tasks have not been prioritized correctly in terms of different dimensions. I am referring to the following dimensions:

1. Reliability: Deadlines, coordination, and trust are the foundation of any collaboration. Even excellent work is perceived as worthless if it is delivered late or unreliably.
2. Quality of work: In knowledge-based professions, the traceability and correctness of results are often essential. When dealing with complex issues, high quality is more important than quick but superficial results.
3. Speed: According to the Kano model, speed is seen more as a performance or enthusiasm factor, while reliability and quality are basic factors. This goes hand in hand with increasing professionalism.
4. Cherry on top: According to the Kano model, this is an enthusiasm factor. Something you didn’t expect.

In this context, it is often the case that motivated newcomers want to make a name for themselves quickly and show that they are ready to work. This results in them wanting to work through a lot at high speed, and in some cases even wanting to perform heroic feats. The focus is therefore primarily on dimensions 3 and 4. It is also sometimes the case that newcomers are very uncertain about the results of their work and then concentrate entirely on quality, i.e. dimension two.

How to turn the wheel

There are two levers here. First, the scope of work should be defined and clearly stated in the onboarding program. In addition, newcomers should be made aware that reliability is the first priority when processing tasks, followed closely by quality. Only as they become more professional should they work on speed. And only then should the focus be on generating the first cherries on top in the form of work results.