Digital Skills and Training Practices in Disruptive Industries: A European Perspective

Digital Skills and Training Practices in Disruptive Industries: A European Perspective

hello everyone we wait some minutes to welcome everyone today for this webinar the first webinar after our holiday break please if you want in the meantime you can write in the chat your name and from where are you from from from which place so we can start to know each other in the chat in the meantime we welcome the other participants i see from romania scotland lithuania welcome so i will start to share my screen presentation so you can see my slide right perfect so welcome to this eden up webinar digital skills and training practices in disruptive industries our european perspective my name is francesca mendoni and i will commemorate this webinar with my colleague vladimir and uh today i will shortly introduce the either network of academic and professions which organize this webinar i will then leave the floor to the four speakers that will have approximately 35 or 40 minutes to present the results of their research and at the end we will have a session of question and answer you can actually start to discuss within the chart and if you want uh to make some questions to the presenter i suggest you to use the question and answer tool of zoom the network of academic and professional of the eden association has free missions to support networking between among people that are interested in the activity of the hidden association to support professional collaboration among individuals and to support also knowledge sharing how we do it we do it by organizing the eden up webinars like this one that you are attending we also organize hidden charts on twitter we organize activities during the eden conferences and many other kinds of activities uh this is the the team of our eden upper committee usually all the webinars are organized by one or two of us and this is the reason why today i will be with vlad that is he’s also the chair of the eden up steering committee but i don’t uh take out too much time for the presentation and now i’m i will be very glad to present our four speakers we promised the an european perspective and as you can see we have presenters from finland from unk from italy uh from and from switzerland from the swiss federal university for vocational education and training in this slide you can see also the order of our presenters drasti riemann will start by introducing the project on which this team is working on then paulo nardi will present the results the general results of the different countries perspective and he will start also speaking about case studies and disa insights from the italian context then karateas will speak about the results in the context of finnish companies and at the end we will show a five minutes video from alberto that will describe the results um collected in the swiss context now i will give the floor to us okay good evening all my name is sirimin and i come from hame university of applied sciences finland and i’m very sorry about the contrasts of light and shadows in my video stream hopefully you can hear my voice very well so um i will start our presentation by introducing our project still learning so still learning project is uh innovative training solutions for learning at work in disruptive industries and it’s a two-year research and development initiative funded by the european union erasmus plus program the aim of the project is to investigate competence requirements and learning at work in new generating and transforming industries and develop innovative methods for continuous competence development and the project partner organizations are hame university of applied sciences from finland b and w from germany cometh formation from italy and swiss federal institute for vocational education and training from switzerland the disruptive industries engaged in the project are bio-economy from finland automotive from germany tourism from italians switzerland and building from switzerland and still learning project is divided in three phases three intellectual outputs the first output is analysis of competence requirements and learning at work in disruptive industries and the second output is co-created ideal bank of innovative learning and training solutions and the third intellectual output the third phase is hyper video based sea mooc which means collaborative massive open online course competence developer of a digital age and our goal is to build the learning ecosystem between researchers educational institutions and industries during the project and pay attention to desired impacts and follow-up but now i will pass the turn to my colleague paolo nardi thank you very much chessy thank you francesca i’m glad for giving us these opportunity to share some of the emerging results of our project i’m going to share the screen let me know if it doesn’t work okay perfect so actually uh as you may see uh it’s up to me to present some insights from the stakeholders that we have involved stakeholders from these disruptive industries i’m going to to give you uh an overview but of course it’s a collective work uh involving all the partners of this project and all the people here uh involved in this webinar as speakers of course just a quick introduction about the framework i think that in particular in this context uh it’s quite clear to everybody that we are leading an era of disruption where this idea of disruption is related not just to innovation but to innovation happening very very fast and with an incredible level of acceleration and these exponential rate of change is something affecting of course the technical systems the uh production processes for instance as well as the social and economical processes the way people live the way people behave their consumptions or just to give you another example demography so as the world economic forum in the last report on the future of jobs highlighted of course these disruption disruptive era has a massive impact on the work on work on industries and as a consequence on education not only uh thinking of the future employees but also the current employees in terms of reskilling and upskilling it’s i think quite interesting from the uh the image we have in this slide that when education is not coordinated with the development in technology we experience social pain vice versa we experience prosperity so it’s quite relevant for all of us and in particular in the context of this webinar to understand what is going to be the impact of disruption and in particular how from an educational point of view we can work on this so actually the leading research questions which moved our project and moved our research have been very very simple but clear first of all as we are experiencing a disruption what are the most relevant key competencies both generic and transversal and field specific for the industries involved in this disruption what are the factors which support or inhibit learning for current employees and what are if any the current methods or practices experienced in the companies to reskill to upskill or to facilitate learning and in particular to what extent digital technologies are involved in order to develop our research uh we focused on a quite clear scientific background you see here a picture from hillary’s studies so where actually learning is of course based on individual dimensions and community social dimensions and it’s of course related from the individual perspective on the content which can be interactive active constructive reflective as well as on incentives what’s the motivation at individual level to push learning at the same time from a community or social point of view of course learning depends on the workplace production so the workload the division of labor as well as the interaction among colleagues the interaction with supervisors and of course we may say that the learning process depends on the interaction between these two levels individual and social and is of course related with uh categories like the occupational self-efficacy the learning personal approaches and so on and so forth so actually based on these scientific background and on these different dimensions uh affecting learning we decided to develop a quantitative and qualitative analysis of stakeholders views stakeholders we mean company staff managers employees in the in involved industries as well as adult educators and these analyses were developed on data collected by three main tools at national level interviews with employees are adult educators and managers a questioner an online survey for employees and the delphi interview with managers for this webinar we are going to focus on the interviews with employees adult educators and managers uh trying to give you some emerging results at national level and cross-national the structure on the interview based on the scientific background i was sharing before uh is quite uh clear four main topics for a total of uh more or less ten questions the which are the disruption that they see happening or happened in the recent past and based on this disruption what are the skills current and future skills they need in their company as an individual as a company what are the factors supporting or inhibiting learning at work and what are the training practices that companies introduce in their context in terms of methods in terms of tools and of course what what’s the digital dimension of these training practices as you may see the sample include 63 people it’s quite uh homogeneous as a sample in terms of role of the people gender age sectors as as he was mentioning include tourism textile bioeconomy above all but also automotive building sector and all uh the countries involved in the project were of course involved switzerland finland italy and germany the analysis was was a qualitative content analysis for the interviews we analyzed them at national level and then all the results were shared to have a cross-national analysis a system of coding based on unities of mean of meaning was created and through several meetings among the partners we try to coordinate both the unities of meaning to be to be used and also how to use that in order to have national approaches but a cross-national system model results that i’m going to introduce you soon present the percentage frequency of the codes categories or the marginal percentage frequency of the codes cattle categories for each mode of the variable of interest for comparison so in terms of sectors in terms of nations countries in terms of rules now uh straight to the results in terms of disruptions perceived digitalization of course is the the most frequent but it’s interesting to uh to to see also these customers suppliers needs which is something by the way we we didn’t include in the first version of our analysis but was so clear from the first interviews that we decided to include it as a unity of meaning what are the competencies looking at transversal competencies collaboration in teamwork is clearly recognized by most of the people as relevant for the future as well as life skills but also active learning people need to develop a kind of growth mindset to be able to face to cope with a current and future disruption as well as for digital competencies of course using digital equipment is the most frequent and it’s also because of cove with something um essential now in terms of training approaches uh it’s quite interesting traditional learning and reflection on practice are the most frequent which means that in terms of our project and probably in terms of your community at eden we need to develop something we need to to do something to make learning more innovative and as you may see digital technologies are mentioned but mainly for communication or productivity most most innovative technologies are not quite frequent at least in our sample in terms of factors supporting uh learning on the left you may see that social interaction connection it’s also mentioned connectivity uh is very very relevant as an organizational factor at individual level of course uh learning strategy at work or motivation are crucial in terms of factors inhibiting learning workload is the the most frequent and it’s mentioned very very often as well as the lack of social interaction in a nutshell just to summarize in terms of challenges what’s our sample outline that digitalization is clearly a disruption a source of disruption but also the changes in the needs and habits of the customers is an important innovation the a source of disruption for the work uh maybe at national level we can also uh give example on that in terms of competencies transversal skills and we mentioned teamwork like skills active learning are recognized as crucial and it’s interesting because it’s quite in line with for instance the the future of jobs uh 2020 reports uh published few months ago finally a kind of old-fashioned approach in terms of awareness of employees and in terms of methods uh is emerging from the interview so it’s really a challenge for all of us to make more spread and to develop advanced solutions uh in concrete experience uh of the companies involved in the slides you can also find some essential references and of course the records will be soon the record will be soon ready uh now if francesca and vlad agree i would continue keep going with a an overview on the italian case so main feedbacks emerging from interviews in italy will be quite uh fast on that just important to mention that the italian partner of the project is the committee of that center which is a vocational training center providing courses in textiles carpentry and tourism to more than 450 learners at eqf 3 and 4 levels so high school but we involved in this task also an associate partner the international academy of tourism and hospitality providing eqf5 level courses to more or less 200 learners but which is very interesting because tourism companies in the lake como area where both yachts and kumita are based companies are directly involved in both the governance and the training provision so stakeholders involved in the intel interviews 15 interviews two sectors involved textile interiors managers other adult educators and employees in as categories uh more or less well not more or less but uh in terms of average they have a 20-year work experience behind although we have very very young people and also people with a lot of experience duration of the interviews was between 30 and 30 minutes and one hour but in general was 45 minutes it’s interesting that the work was so interesting that we are still going on with the interviews because our partner the international academy is very very positive on that so we are also doing other interviews main results in terms of perception of disruption again confirming general results digitalization but also globalization in particular in the textile sector to give you an example uh the use of social is changing the way people work if you make a mistake in your hotel maybe your name and the name of your hotel can be spread through trip advisor in few minutes this is something changing the attitude of employees as just as an example as well as customer needs and habits uh people mentioned the dimension of sustainability for instance as well as to give you another example the introduction of vegan or vegetarian menus in the hotels and restaurants is not just an exception anymore it’s a concrete part of the activity of a restaurant or hotel now in terms of skills digital skills are considered not just a plus it’s the basic what you need to enter the market as well as in terms of transversal skills to be multitasking as well as analytical thinking are crucial in the era of big data they need people able to understand what the data say learning factors supporting learning collaboration not only internal among colleagues or with the supervisor but also external with the suppliers or with the customers they are sources of learning uh inhibiting learning factors workload but also the combination between learning opportunities the timing of learning opportunities and the working time sometimes it’s impossible to attend learning opportunities finally workplace learning um how it happens it’s very interesting what emerged in italy results are very differentiated in terms of big companies many tourists there is a great investment in training opportunities mainly digitally based there are platforms within an international perspective where you select what you want to learn in collaboration with your supervisor or colleagues and in order to improve yourself risk killing upskilling when it comes to small and medium enterprises it’s a bit different there is less effort in promoting formal learning opportunities and usually they use traditional methods when they use them or just coaching or learning on the job you stay with your colleagues early and you learn so it’s more related to personal personal initiative and there is also an interesting gap between generations the younger ones are more open-minded and invest a lot in learning and they want to learn while the generations but not managers rather employees have a let’s say more fixed mindsets and they are guided by a more extrinsic motivation i need to do that because it’s my job i need to keep my job thank you very much this is what is emerging at general level and at italian level and of course thanks to all the colleagues from the european partners and also from my organization and the art thank you very much thank you paolo and now kate is your turn to present insights from finnish cases yes thank you so much i will shortly share my screen here so hello everyone my name is katya maitolo i’m from hame university of applied sciences and thank you for this opportunity to present the emerging results of the finnish context on behalf of our team so case finland focused on a large-scale bioeconomy company and we interviewed employees for qualitative data the approximate was 30 minutes per interview all interviews were conducted online due to covet and the interviews helped us to recognize the meaningful competencies and learning methods at work we particularly looked at the changes in the industry and work skills and learning processes as well as future insights so all together in our finnish context we had 13 interviews involving account managers product managers and supervisors and in addition we did mapping of the ideas with the management team of the same company where management board members brought in their visions and considerations of the strategic skills so in the phase one we had a short survey on competencies and learning resources and support and on phase two we had a short ranking survey on the most important skills practices and resources and this survey was based on the results in the phase one and in addition we organized a workshop which focused on joint work towards the strategic development of skills and competencies so just some key findings that we gathered from the from this work is first of all looking at the changes in the field how the market and customers are changing particularly in the bioeconomy sector the number of primary producers is diminishing and there is a trend of more large farms and which also affects that farmers have more and more knowledge on different areas the digitalization is present um in id or i.t overall in this field but also in the data systems that employees are using in their everyday working life changes in the operating environment came through very clearly the effects of globalization increased competition and somehow also in security in in this sector and changes in the field of commerce e-commerce and its effects on the work sustainability was something that we thought that would come through uh even stronger but it seems from from this data that we collected that it is not given but it requires pioneering work and and it is also a very big big image factor for for this organization for this company and there were a lot of changes in the organization and in how the work is organized obviously due to covet but also otherwise there is growing this trend of distance work flexibility faster working rhythm need to be more effective with less resources etc and due to covet pandemic the live meetings and events with customers were not present at all so there was less this kind of discussion possibilities or or possibilities to generate ideas with the colleagues so just to look at the side of the learning and competence development first looking at the formal learning opportunities there are these online platforms which are in use but one of the things that was pointed out is that these platforms actually lack companies own training materials individual learning preferences in relation to individual or collaborative learning and digital tools vary a lot on the one on one hand the training online is very flexible to organize and people can advance in training at their own pace but on the other hand at the moment um it lacks social dimension and and this kind of possibilities to concentrate on what you are learning uh the current training is mostly lecture type of training and very only very few other interactive tools are used and due to covet pandemic the number of trainings organized is actually a lot lower sometimes the use of difficult language can also create barriers for to attend to training and opportunities and encouragement to participate in education is often linked to qualifications that you can achieve through the through attending to training and to look at shortly more informal learning learning by doing this was perceived often to link with the new tasks and new responsibilities when you have to learn something or searching scanning information as there are there is large number of products and a lot of information is online this was also linked to the need to follow the development in the field regulations or policy developments or or one’s own reflection on the competencies and recognizing the new competencies needed at work collaborative and social and interactive learning activities also where we’re present in especially in these interviews and sharing experiences with colleagues or your own team seem to be a very important point for learning obtaining obtaining performance feedback from a supervisor was recognized also other more informal feedback from colleagues or customers and training opportunities provided by different stakeholders such as retailers customers or or other shareholders that employees work in contact with and can provide this kind of specific expertise in certain areas so these are shortly the emerging results from our finnish context and just want to say thank you and i’ll hand it over to francesca who will continue with the swiss results yes i will i will actually show a video alberto that unfortunately cannot participate today okay so i turn off my own hi nice to see you i’m sorry not being able to be with you live today but i’m happy to be anyway here is a way to present you the result of our research units on still learning and when i say our research unit i mainly refer also to the very big contribution francesca mendoni gave to this kind of analysis today i will very briefly tell you about [Music] the results in the three main sections of our research project dealing especially with what happened with our sample into the chino is the italian speaking region of switzerland in this region we met three kind of figures in three different professional domains which is hospitality building and textile companies when it comes to asking them to narrate their perception about disruptions given by technologies in their domain we can generally say that at the first sign they speak about the same disruptions but at the same time they put a different emphasis depending on the professional context so if i think about the hospitality sector one of the main disruptions referred to the past and namely to the advent of booking online services this created the need of new professional roles and competencies and this is what is probably most important for us now most interesting an example is the profile of the so-called revenue management which needs to be able to make a data-driven decision based on analytics provided by the booking platforms in the hospitality sector still a future challenge the higher and higher rate of automation that especially in this profession is related with the receptionist and reception tasks if we pass to the textile sector we can report two main challenges they reported in our interviews the first is the need to find ways to combine e-commerce services and physical shops and we are describing this to the label internet of things and the other one is different kind of challenges that we can group under the label sustainability finally if we refer to the building sector big b2b online services such as alibaba are strongly shaping customers and suppliers expectations both in terms of costs and service speeds and this is what they perceive most as a technologically driven disruption when it comes to skills and new profiles we can briefly summarize two main points the first is probably more common and familiar to some of us on how much more difficult is to work on transversal skills than on technical skills but what’s probably more interesting to focus on now is the new profiles they focused on in the textile sector it seems that there is a need of a new figure able to correctly manage the communication between the headquarters and the physical shops this new figure is something in the middle between a human resource manager and the digital marketing expert and what’s also interesting is that from the interviews emerge that how difficult it is to find this kind of profile when it comes to technology and constant learning practices the common point was the pandemics and what happened during the look down so first of all we found a common trait for all of them which is the role of blended learning in the future so they all agreed that blending learning is a form of further training that will stay in the future and we continue to be exploring on the other side what we noticed was that some forms of non-formal learning i’m thinking for example to the case we spoke about singing goes over the pandemic online singing course okay so in this case some forms of non-formal learning could change the attitude toward technologies of these people so people who were a bit a bit resistant towards integrating technology for learning it changed their opinion and their attitude i hope in this few minutes i could be as clear as possible again i apologize for not being with us with you today but i’m sure that francesca could answer all the questions you should have bye perfect so i i think that we can start our session of question and answer the first question is for paulo from larissa and the question say thank you paulo for your presentation there is a big challenge when it comes to work with older generation and transforming directly extrinsic motivation into an intrinsic motivation are you doing something in that field and of course if also the other presenters want to add something they are free to do it so i will start with paulo yeah thank you francesca muchas gracias larissa uh well actually i hope so that we are going to do something with our partners in this project because i think this should be part of our of our goals i have to say that in terms of reasons to explain that what i’ve seen in in the people we interviewed is that a lot of um let’s say the reason for that is often related to the company culture as soon as managers or leaders at company level promote a different attitude a growth mindset a different culture of errors and mistakes soon we see a different attitude in the employees of course with older people could be more difficult but i think that we should work on the leadership level in order to start changing these attitudes towards the learning this attitude towards reskilling and upskilling and of course uh in terms of also of the being the use of more innovative learning solutions but i would leave also my colleagues to to to give ideas or answers thank you paolo um katya essie would you like to jump in on this question maybe uh would you kindly repeat the question please yes sure so the question was about the big challenge com comes about older generations and transforming their extrinsic motivation into an intrinsic motivation and the question is if you are you doing something in this field in relation to to this project yes i could answer on on behalf of our team actually we are doing as our organization is training organization uh um we are very interested in in finding uh educational ways uh training methods which uh motivate different kind of learners and we are actually collaborating with one steel metal industry steel metal company currently where they have very skilled very experienced builders and the challenge is to transfer the know-how of these experienced experts to novice workers and together we are developing methods where older workers are collaborating with newcomer newcomers and they find it very motivating that they can share their experiences uh someone is very interested in their excellent working methods the practices they have created and it of course very beneficial for the newcomers too so pairing up more experienced older workers with newcomers with a highly appreciating attitude seems to be quite quite nice way to work together this is just one one practical example thank you asi there is another question in the in the chat from arimas what is the most important finding for the the organization and implementation of learning in your opinion i don’t know if katja wants to start answering [Music] sorry can you repeat the question again please yes what is the most important finding important for organization and for the implementation of learning in the organization i think that from the interviews and maybe essie can add after me also but from these interviews and data that we collected uh it just highlights the importance of informal learning and and highlights the importance of different kind of ways to learn in in very flexibly in in your work and also maybe highlights the importance of recognizing that learning that sometimes we might learn while we’re working but we don’t really recognize that we are learning if we recognize those moments then maybe we can enhance their importance for whole of our work community so because it seemed for example with this bioeconomic company that they are organizing some formal trainings but it seemed that they were less less effective compared to the informal learning as we discovered through this data sc would you like to add something i think that was a very good point and i would like to add another issue in our case study we also found that both employers and employees their attitude towards digital learning or digitally enhanced learning was quite positive but in practice they didn’t apply or implement innovative digital tools so one could say that the field is ready for digital innovations or to to apply more digital technologies in learning we just need to find out the ways and find out the ways how to scale and and disseminate these good good methods we educators may know but the attitude was positive if you have some examples on how to support informal learning through digital technologies or if something emerged maybe i can say something about this with context uh in the textile company that we interviewed uh the general manager told us that he was very interested in promoting informal learning strategies at work and the company is developing a project on the use of mobile learning and he was inspired by the tik tok application i don’t know if you have in mind it’s an application that now is very used among younger generation and they are using this mobile learning app to support learning in the physical shops so to transfer knowledge from the headquarters to the physical shops and they involved some young people that is able to create this kind of content that are very short very easy to transmit this is only an example of a good practice that we retrieved concerning a way to support informal learning strategies at work i don’t know if the others want to add some other examples or considerations maybe one short comment to add as we mentioned with the with the results that there is often in informal learning there is this uh learning from your colleague or getting more new information from different shareholders and learning through that but often how it happens is that you learn something from your colleague that it becomes more your own quiet private knowledge but i think that the digital tools implied in this kind of working environment could also create more shared platforms where these knowledge would then be shared with other co-workers and and become more shared knowledge instead of individual knowledge and competence maybe francesca if may i just um go back to the original question about e-learning because in the italian context was quite interesting to see that e-learning is considered both a well either a success a big success or a failure and it depends on how it is developed so your example on uh on the app the mobile app and informal learning made me think that when e-learning is just a different setting an online setting for traditional frontal training it’s considered a failure is not interesting it’s just something more to do for employees on the other hand it was amazing to listen to interviewees from some hotel chains describing the great opportunities of learning from the platform developed by the the international chain which was marriott by the way where they have the opportunity to meet people from all over the world to er to watch and watch again some models to be in touch and work together with other people and to brief an international dimension of development challenges related to their sector thank you paolo we have still five minutes so there is another question for us see uh larissa asked about uh the mooc the mooc project the collaborative mooc so if you tell that is some more information about the collaborative moocs so the project will develop yes uh during this this project uh the mooc will be quite compact uh experiment so it’s not totally open for everybody but it’s open for the target group which is going to both test and evaluate and also um evaluate its um pedagogical usability and this why why it is c mu what does this tiny sea letter mean here collaborative mooc it means that um it’s uh it’s um facilitated by teachers or tutors so when you are an attendant in the mooc you are not doing it uh you are not completing it’s uh totally individually but you are receiving guidance and support from tutors and teachers and you will work in in a collaborative way within your small small group study group but we are eager to test this cmu together with our industry partners and we are eager to share there the good pedagogical practices how to strengthen informal learning at work so it’s going to be a tiny pedagogical experiment and if we get good results from this experiment we will consider the further implications thank you asi the sea mooc sounds really interesting will you be publishing the outcomes at a later date ask in the chat excuse me was it about uh publishing the results yeah yes publishing the results yes of the cmooc project yeah the results of seymour project will be published in um next autumn term i think in in august or september 22 yes perfect i think it could be uh important now that we have a question also to mention that we have a linkedin group where if you are anybody is interested in following the development of the project you may find their ideas and outputs that we are developing and going publishing step by step still learning thank you paolo um there is another last question we have two minutes still um does the mooc consider interdisciplinary work within the teams oh yes thank you for this question this is essential part of cmooc that we will create interdisciplinary or multidisciplinary study groups so that the industries can even learn from each other and people from different companies and from different educational institutions can learn from each other and this is also the way how they are as competence developers can use informal learning resources as their learning catalysts but they also get lots of ideas how to support their colleagues their employees to find more learning resources thank you thank you asi so much so the time for our webinar is finished thank you so much for participating i’m sending now in the chat a questionnaire for assessing uh this webinar for providing us feedback for the next webinars suggestions to improve it and i wish to thanks the all the presenters and uh vlad for supporting me in the co hosting of this webinar so um you you should know that we organize webinars uh the first wednesday of each month so we will announce soon the next webinar of the eden up uh series thank you so much for participating and see you soon
rn

Digital Skills and Training Practices in Disruptive Industries: A European Perspective

rn

Share this post

Leave a Reply

Your email address will not be published.