The shortcomings of most traditional training methods and techniques usually produce “trained novices” at most (Ong & Ramachandran, 2003). These have led to a failure to meet the needs of the organization and the trainees (LiT et al., 2019). However, traditional training is faced with a few problems, such as a single approach to the training, training content that does not effectively meet the needs of employees, training objectives that are not integrated with organizational objectives, and training that lacks systematicity. Trainees are also expected to receive personalized training in relevant areas of expertise and operational skills that will help them to overcome career bottlenecks (LiT et al., 2019). The core of training and development efforts is to help employees learn to improve their knowledge, skills, and competencies for current and future work. With the need to continually upskill employees in organizations required by the rapid innovation and disruption of today’s business processes and technologies, training demands are becoming more personalized and adaptable to changing practices. Knowledge innovation and learning undoubtedly appear to be important for employees. The quadruple and quintuple helices are grounded in democracy and ecology (Carayannis et al., 2021). While the quadruple helix encourages the knowledge society perspective, the quintuple helix emphasizes the necessary socio-ecological transformation, which is also the driving force for knowledge innovation (Carayannis et al., 2012).
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