I wanted to get all 4 aspects of 4 workers to 100% before specializing them.
I've discovered that given the smallest project requires 2 workers, you only need to have your workers max out in 2 fields to maximise the quality of your micro games. That'll save time.
Given that approach I hired as fast as I could afford, and had workers working on projects such that they would gain experience in one or two fields fastest. Once that was sufficiently done, I would specialise them and throw them onto a larger project. Specialising isn't really worth it until you have at least 4 workers fully trained in at least one aspect each and have a bit of a cash buffer so you can afford both the training and the extra money it costs to use better tools, which means it pays to keep churning out micro projects with your newer employees. In the middle game I had a rolling stratified project production approach where I'd have projects of different sizes, such that the more experienced employees would be doing the larger ones (because higher quality in bigger games yields greater returns than higher quality in smaller games). When it came to producing big games, I didn't want to waste several months making a crappy big game, so that's when I took some time to specialise
everybody (in turn, while still producing medium sized projects), and in the end, given that there are 30 available employees (apparently), you can have them working a rotating roster of one large and one medium project, and priority should be placed on the large project such that you set a number of specialised employees to work on each aspect proportional to the amount of work in each aspect to minimise the time employees spend sleeping because they've finished and can't be reassigned elsewhere. That way Arcane Studios won't pip you for "most projects" at the game awards, and you should be able to get a clean sweep.
