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1 – 2 of 2Jenny Sarah Wesche and Lisa Handke
To remain competitive, efficient and productive, organisations need to ensure that their employees continuously learn and develop. This is even more challenging and critical in…
Abstract
Purpose
To remain competitive, efficient and productive, organisations need to ensure that their employees continuously learn and develop. This is even more challenging and critical in times characterised by volatility, uncertainty, complexity and ambiguity (VUCA). Hence, several technological applications have been introduced with the promise to make organisational training and development (T&D) more efficient and targeted through digitisation and automation. However, digitising and automating processes in the sensitive field of T&D also poses challenges and perils for employees and organisations as a whole.
Design/methodology/approach
Structured by the T&D process of (1) assessment/planning, (2) design/implementation and (3) evaluation, the authors present different digitisation and automation possibilities and discuss the specific opportunities and challenges they pose. Subsequently, the authors identify and discuss overarching themes of opportunities and challenges of technology use in T&D via a meta-review.
Findings
This synthesis revealed three central topics that decision-makers in T&D should carefully consider when it comes to the implementation of technological applications: opportunities and challenges of (1) data collection, (2) decision-making and (3) the value of human contact.
Originality/value
This review integrates previously fragmented research on specific technologies applied to specific T&D functions and provides researchers and practitioners with a fuller picture of the opportunities and challenges of technology applied in T&D.
Details
Keywords
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
When asked to “state occupation” on an official form, or merely asked “And what do you do?” at a social gathering, the responses “businessman” or “banker” don't elicit the same respect they once might have done. Banking and other big business have got a bad name. Can the principles of “authentic leadership” help to rescue those reputations?
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.
Details