Forward solutions in digital learning transformation: a study in navigating 21st-century organizational learning for learning & development professionals

While there is a substantial volume of information on digital transformation in companies and basic knowledge of the learning functions in organizations, there is little academic research on the skilling required of Learning and Development Practitioners or Professionals (LDPs) and the impact 21st century digital transformation has on their role. This mixed methods study shares lived experiences and the perceptions of LDPs and identifies challenges with which they are faced. Overall, the study explores transformation of LDPs within the construct of organizations and the digital evolution. The study reviews how LDPs are adapting to the rapid changes and the evolution of their learning environments, their input on the support they receive, and how adapting their skills and capabilities are crucial for future success. Furthermore, it identifies the changes that impact the Learning and Development function (L&D) and the effects on LDPs\u27 roles, redefining and reimagining the purpose of organizational learning as it makes up the new ecosystem of learning driven by technology. It aimed to provide insights and answer questions on how LDPs are being supported by their leaders, are leaders removing roadblocks or adding new ones. The study used data, insights, and input from 56 learning practitioners currently impacted by agile organizational practices and the evolution of their role. Guiding the study were several key research questions which focused on the culture and support of learning by LDPs. Do LDPs feel they have opportunities to cultivate new skills and capabilities for the 21st century, and how have the adapted their practices to embrace digital learning. This study revealed 4 key conclusions related to creating a culture of learning for LDPs and providing an ecosystem which will contribute to their success and the broader community of practice. The study concluded with recommendations for future research and obtaining additional input of learning practitioners via interviews to seek out viewpoints which were not easily captured in surveys. Although additional points of view were welcomed, further recommendations identified excluding higher education practitioners to drive to more corporate organization results

The Impact of Artificial Intelligence on Workers’ Skills: Upskilling and Reskilling in Organisations

Aim/Purpose This paper aims to investigate the recent developments in research and practice on the transformation of professional skills by artificial intelligence (AI) and to identify solutions to the challenges that arise. Background The implementation of AI in various organisational sectors has the potential to automate tasks that are currently performed by humans or to reduce cognitive workload. While this can lead to increased productivity and efficiency, these rapid changes have significant implications for organisations and workers, as AI can also be perceived as leading to job losses. Successfully adapting to this transformation will lead companies and institutions to new working and organisational models, which requires implementing measures and strategies to upskill or reskill workers. Organisations, therefore, face considerable challenges such as guiding employees towards the change process, dealing with the cost of training, and ensuring fairness and inclusion posed by age, gender, and cultural diversity. Methodology A narrative review has been conducted to analyse research and practice on the impact of AI on human skills in organisations. Contribution This work contributes to the body of knowledge by examining recent trends in research and practice on how AI will transform professional skills and workplaces, highlighting the crucial role played by transversal skills and identifying strategies that can support organisations and guide workers toward the upskilling and reskilling challenges. Findings This work found that introducing AI in organisations combines many organisational strategies simultaneously. First, it is critical to map the transversal skills needed by workers to mitigate the current skills gap within the workplace. Secondly, organisations can help workers identify the skills required for AI adoption, improve current skills, and develop new skills. In addition, the findings show that companies need to implement processes to support workers by providing ad hoc training and development opportunities to ensure that workers’ attitudes and mental models towards AI are open and ready for the changing labour market and its related challenges. Recommendation for Researchers AI is a complex and multifaceted field that encompasses a wide range of disciplines, including computer science, mathematics, engineering, and behavioural and social sciences. Researchers should take a transdisciplinary approach to enable the integration of knowledge and perspectives from different fields that are essential to understanding the full range of implications and applications of AI. Future Research Further research is needed to understand the impact of AI on human skills and the role of soft skills in the adoption of AI in organisations. Future studies should also consider the challenges presented by Industry 5.0, which is likely to involve the integration of new technologies and automation on an even greater scale

Churn Prediction of Employees Using Machine Learning Techniques

Employees are considered as the most valuable assets of any organization. Various policies have been introduced by the HR professionals to create a good working environment for them, but still, the rate of employees quitting the Technology Industry is quite high. Often the reason behind their early attrition could be due to company-related or personal issues, such as No satisfaction at the workplace, Fewer opportunities for learning, Undue Workload, Less Encouragement, and many others. This paper aims in discussing a structured way for predicting the churn rate of the employees by implementing various Classification techniques like SVM, Random Forest classifier, and Naives Bayes classifier. The performance of the classifiers was compared using metrics like Confusion Matrix, Recall, False Positive Rate, and Accuracy to determine the best model for the churn prediction. We found that among the models, the Random Forest classifier proved to be the best model for IT employee churn prediction. A Correlation Matrix was generated in the form of a heatmap to identify the important features that might impact the attrition rate

Mapping and analysing prospective technologies for learning – Results from a consultation with European stakeholders and roadmaps for policy action

EU policies call for the strengthening of Europe’s innovative capacity and it is considered that the modernisation of Education and Training systems and technologies for learning will be a key enabler of educational innovation and change. This report brings evidence to the debate about the technologies that are expected to play a decisive role in shaping future learning strategies in the short to medium term (5-10 years from now) in three main learning domains: formal education and training; work-place and work-related learning; re-skilling and up-skilling strategies in a lifelong-learning continuum. This is the final report of the study ‘Mapping and analysing prospective technologies for learning (MATEL)' carried out by the MENON Network EEIG on behalf of the European Commission, Joint Research Centre, Institute for Prospective Technological Studies. The report synthesises the main messages gathered from the three phases of the study: online consultation, state-of-the-art analysis and a roadmapping workshop. Eight technology clusters and a set of related key technologies that can enable learning innovation and educational change were identified. A number of these technologies were analysed to highlight their current and potential use in education, the relevant market trends and ongoing policy initiatives. Three roadmaps, one for each learning domain, were developed. These identified long-term goals and specific objectives for educational change, which in turn led to recommendations on the immediate strategies and actions to be undertaken by policy and decision makers.JRC.J.3-Information Societ

Using PLSI-U to Detect Insider Threats by Datamining Email

Despite a technology bias that focuses on external electronic threats, insiders pose the greatest threat to an organisation. This paper discusses an approach to assist investigators in identifying potential insider threats. We discern employees\u27 interests from e-mail using an extended version of PLSI. These interests are transformed into implicit and explicit social network graphs, which are used to locate potential insiders by identifying individuals who feel alienated from the organisation or have a hidden interest in a sensitive topic. By applying this technique to the Enron e-mail corpus, a small number of employees appear as potential insider threats

e-Skills: The International dimension and the Impact of Globalisation - Final Report 2014

In today’s increasingly knowledge-based economies, new information and communication technologies are a key engine for growth fuelled by the innovative ideas of highly - skilled workers. However, obtaining adequate quantities of employees with the necessary e-skills is a challenge. This is a growing international problem with many countries having an insufficient numbers of workers with the right e-Skills. For example: Australia: “Even though there’s 10,000 jobs a year created in IT, there are only 4500 students studying IT at university, and not all of them graduate” (Talevski and Osman, 2013). Brazil: “Brazil’s ICT sector requires about 78,000 [new] people by 2014. But, according to Brasscom, there are only 33,000 youths studying ICT related courses in the country” (Ammachchi, 2012). Canada: “It is widely acknowledged that it is becoming inc reasingly difficult to recruit for a variety of critical ICT occupations –from entry level to seasoned” (Ticoll and Nordicity, 2012). Europe: It is estimated that there will be an e-skills gap within Europe of up to 900,000 (main forecast scenario) ICT pr actitioners by 2020” (Empirica, 2014). Japan: It is reported that 80% of IT and user companies report an e-skills shortage (IPA, IT HR White Paper, 2013) United States: “Unlike the fiscal cliff where we are still peering over the edge, we careened over the “IT Skills Cliff” some years ago as our economy digitalized, mobilized and further “technologized”, and our IT skilled labour supply failed to keep up” (Miano, 2013)

COMPASS: addressing the challenge of digital skills skilling from the regional ecosystem perspective

This is a position paper presenting the scenario and main conditionings that delimit approaching the technological and digital (re/up)skilling problem by also enhancing the role of the university as a regional ecosystem key player. This is the main objective of COMPASS, an initiative initiated to face actual challenges on the labour market related to the digital skills mismatch. COMPASS goal can be stated as the development of a regional ecosystem-based training platform and associated methodologies for effective and efficient skilling pathways. COMPASS as a guiding tool is conceived to a) guide individuals and companies to get a closer idea of the skills-gap they need to cover, as well as to b) help universities as training providers to elaborate their offer on the basis of the detected regional needs. This will definitively help to make the overall ecosystem more efficient. On the other hand, COMPASS is also conceived as a learning & training environment, in the sense of a) dynamic micro-learning environment providing easy and mobile interaction between the learners and the content and b) micro-credential system linked to the achieved skills

A scan of approaches taken by Australia to build the digital skills of the existing workforce in response to digital transformation of industry

This report presents a scan of approaches taken by Australia to build the digital skills of its existing workforce in response to digital transformation of industr

Deriving public sector workforce insights: A case study using Australian public sector employment profiles

© Springer International Publishing AG 2016. Effective approaches for measurement of human capital in public sector and government agencies is essential for robust workforce planning against changing economic conditions. To this purpose, adopting innovative hypotheses driven workforce data analysis can help discover hidden patterns and trends about the workforce. These trends are useful for decision making and support the development of policies to reach desired employment outcomes. In this study, the data challenges and approaches to a real life workforce analytics scenario are described. Statistical results from numerous workforce data experiments are combined to derive three hypotheses that are useful to public sector organisations for human resources management and decision making