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TRAINING THE WORKFORCE FOR INDUSTRY 4.0

Authors:
Navya Ninan at Christ University
Navya Ninan
Joel Chacko Roy at Mahatma Gandhi University
Joel Chacko Roy
Mary Rani Thomas at Christ University
Mary Rani Thomas
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Abstract

Training opportunities provide employees with adequate chances to enhance their knowledge base. Providing the essential training would help the employee to progress in his/her career and it equally benefit the organization in meeting the quality standards through a reduced employee attrition rate. The need to invest in employees to improve their competencies was felt due to the changing demand for skills in the Fourth Industrial Revolution. This study highlights the need for training and development in the era of Industrial Revolution 4.0. The study also gives a distinction between the traditional training methods and the training methods for the next generation and throws light on the latest training tools adopted by organizations.
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All content in this area was uploaded by Mary Rani Thomas on Jun 27, 2019
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... AI chat robots and real-time remote video will interpret, verify candidate's reactions and even answer their doubts shortening the overall recruitment cycle. Overall, gamification-based solutions will be increased [12]. ...
... Since, generation Y and Z do their career planning themselves, they only need training to achieve their professional goals. Training programs will empower the workforce with digital literacy and lifelong learning [12]. Thus they shall be trained in new technologies and 'on demand' knowledge shall be provided as per the custom needs of the employees using artificial intelligence. ...
... An appraisal system approach which is both result and behaviour based are being used which supports education and innovation. Such goals are to be set by mutual discussions between managers and employees [12]. Performance based rewards with communication and participation will help to attract, encourage and retain employees [13]. ...
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... AI chat robots and real-time remote video will interpret, verify candidate's reactions and even answer their doubts shortening the overall recruitment cycle. Overall, gamification-based solutions will be increased [12]. ...
... Since, generation Y and Z do their career planning themselves, they only need training to achieve their professional goals. Training programs will empower the workforce with digital literacy and lifelong learning [12]. Thus they shall be trained in new technologies and 'on demand' knowledge shall be provided as per the custom needs of the employees using artificial intelligence. ...
... An appraisal system approach which is both result and behaviour based are being used which supports education and innovation. Such goals are to be set by mutual discussions between managers and employees [12]. Performance based rewards with communication and participation will help to attract, encourage and retain employees [13]. ...
INDUSTRY 4.0: TRANSFORMATIONS AND EMERGING TRENDS IN HUMAN RESOURCE MANAGEMENT
Article
  • Aug 2021
Industry 4.0 also called fourth industrial revolution is one of the most discussed and trending topics in the business arena. From manufacturing to services sector, industrial revolution is being seen everywhere. Fourth industrial revolution has significantly affected economies of organisations with higher operational efficiency, development of new businesses models, products and services. It has formed an active basis for forming and building the future. Organisations cannot run in a longer run without adapting the industrial revolution as these technological and digitised advancements have changed the entire business arena. Human resources management is the department responsible to form and develop abilities, attitudes, skills and behaviour in employees to achieve organisational goals. Human resources functions therefore needs such digital transformation as they are a major factor for competitive advantage of organisations. Technological transcends in the HR domain has resulted in huge transformations in managing the workforce as managers need to focus on learning and innovation in the organisations. This paper therefore aims to identify changes in practices and techniques in the human resource management with reference to the impact of fourth industrial revolution. The study is based on the available literature. Human resource management functions like recruitment, talent development, performance management and reward management are mainly focused to understand how they have changed and what needs to be adopted to remain competitive in the market. It tries to examine the importance and role of several new technologies like artificial intelligence, automated robots, virtual reality and Internet of Things have in carrying out HR functions. Further, emerging trends in the HR area like working conditions, new requirements of skillset, new job profiles, role of HR professionals, change in organisational structure and sustainability have been identified.
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... Many scholars agree that HR function is now essential for "smart" companies. HR is considered a determinant of a company's success and of its enhancement in a hypercompetitive world, the element that distinguishes a great company from a good one (Barykin, Rasskazova Evseeva, Evseeva, & Ostapenko, 2021;Ninan, Roy, & Thomas, 2019). Strategies are responsible for the fit between investments in technology and HR practices (M€ uller, Kiel, & Kai-Ingo Voigt, 2018). ...
... Large companies have an advantage because they can spend a big part of their profits in training and hire experts to teach. Training in I4.0 is very different from the past (Ninan et al., 2019). There is the figure of training professionalswho are excellent in their field and provide a targeted training. ...
... Understanding, handling and performing new tasks introduced by I4.0 technologies will require appropriate training and skill development for employees and supply chain partners (Waibel, Steenkamp, Moloko, & Oosthuizen, 2017). Training also has a positive effect on the organization, by helping to meet quality standards with a small turnover rate (Ninan et al., 2019). By providing training for all employees, the firm avoids fears and insecurities that may discourage them. ...
Training as a facilitator for Industry 4.0
Article
  • Jul 2023
Purpose This paper studies the impact of certain characteristics of companies to training programs in the Industry 4.0 (I4.0) context. Partial objective is to rank the main human barriers companies have to overcome so that they can digitalize. Design/methodology/approach To accomplish the objectives, a closed-ended questionnaire was sent to Slovak and Italian companies and analyzed using statistical nonparametric tests. The partial objective was achieved using the so-called Henry-Garrett’s ranking method. Findings Results show the significance impact of companies’ characteristics such as foreign participation and company dimension on training practices whereas economic situation (financial health) seems not to influence it. Research limitations/implications The study may lack generalizability as only 102 answers were collected. Perhaps, the outcome would be different with another sample from other countries. Moreover, using closed-ended questions, certain features may not have been covered. Practical implications Companies should always guarantee training for the resulted benefits. It is fundamental for organizations to find a time gap, resources and professionals who can teach these programs. Even when companies are incurring financial problems they should do so since human capital development can increase their competitiveness. The most critical barriers should be carefully addressed by companies. Training can help to overcome I4.0 barriers related to Human Resources (HR) and contribute to its growth. Originality/value This paper gives insights of the impact of certain characteristics of companies to the training programs. Because past research has limited their analysis on the identification of barrier, its novelty lies in the attempt to rank the most significant barriers among those detected by other authors in previous research.
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... Many scholars agree that HR function is now essential for "smart" companies. HR is considered a determinant of a company's success and of its enhancement in a hypercompetitive world, the element that distinguishes a great company from a good one (Barykin, Rasskazova Evseeva, Evseeva, & Ostapenko, 2021;Ninan, Roy, & Thomas, 2019). Strategies are responsible for the fit between investments in technology and HR practices (M€ uller, Kiel, & Kai-Ingo Voigt, 2018). ...
... Large companies have an advantage because they can spend a big part of their profits in training and hire experts to teach. Training in I4.0 is very different from the past (Ninan et al., 2019). There is the figure of training professionalswho are excellent in their field and provide a targeted training. ...
... Understanding, handling and performing new tasks introduced by I4.0 technologies will require appropriate training and skill development for employees and supply chain partners (Waibel, Steenkamp, Moloko, & Oosthuizen, 2017). Training also has a positive effect on the organization, by helping to meet quality standards with a small turnover rate (Ninan et al., 2019). By providing training for all employees, the firm avoids fears and insecurities that may discourage them. ...
Training as a facilitator for Industry 4.0
Article
Full-text available
  • Jul 2023
Purpose-This paper studies the impact of certain characteristics of companies to training programs in the Industry 4.0 (I4.0) context. Partial objective is to rank the main human barriers companies have to overcome so that they can digitalize. Design/methodology/approach-To accomplish the objectives, a closed-ended questionnaire was sent to Slovak and Italian companies and analyzed using statistical nonparametric tests. The partial objective was achieved using the so-called Henry-Garrett's ranking method. Findings-Results show the significance impact of companies' characteristics such as foreign participation and company dimension on training practices whereas economic situation (financial health) seems not to influence it. Research limitations/implications-The study may lack generalizability as only 102 answers were collected. Perhaps, the outcome would be different with another sample from other countries. Moreover, using closed-ended questions, certain features may not have been covered. Practical implications-Companies should always guarantee training for the resulted benefits. It is fundamental for organizations to find a time gap, resources and professionals who can teach these programs. Even when companies are incurring financial problems they should do so since human capital development can increase their competitiveness. The most critical barriers should be carefully addressed by companies. Training can help to overcome I4.0 barriers related to Human Resources (HR) and contribute to its growth. Originality/value-This paper gives insights of the impact of certain characteristics of companies to the training programs. Because past research has limited their analysis on the identification of barrier, its novelty lies in the attempt to rank the most significant barriers among those detected by other authors in previous research.
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... Automation of personnel management processes and training by mobile applications is also available and getting feedback by application is easier and faster than by traditional methods. The monetary drain of employee turnover costs manufacturers hundreds of thousands and sometimes millions of dollars annually [11,14]. ...
... A lot of enterprises face the challenge of finding new skilled workers. This is a multifaceted problem, as it relates to the rapid retirement rate of opulent employees, and a shortage of qualified young workers due to the lack of graduate programs in intelligent manufacturing (robotics, automation, big data, analytics, and additive manufacturing) [5,14,15]. ...
Agile in the Context of Manufacturing SMEs
Chapter
Full-text available
  • May 2023
Flexible production management, as well as lean production, are the trend of our time. Small and medium-sized enterprises are under pressure from large enterprises since the latter has a well-established system and the resources to carry out experimental and pilot projects without harming the enterprise. Smaller enterprises are forced to respond flexibly to changes in the technology market and demand in cramped conditions. The study included an analysis of modern methods for assessing the effectiveness of Industry 4.0 technologies implementation and an analysis and comparison of the principle of lean production and Agile. Experts of a typical SME evaluated modern agile methods according to the selected methods, and the factors with the highest risk for the enterprise were also selected. During the study, the Agile and Lean methods were compared to select the appropriate method of assessing the attractiveness of Agile methodologies for MSP production management. Selected assessing methods could help introduce not only Agile or Lean components but other modern trends in management and manufacturing processes.KeywordsSustainable ManufacturingLeanManagementIndustry 4.0Industry 5.0DEMATEL
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... As Ninan et al. [5] hold, in this era of the Industrial Revolution 4.0, employees should not only focus on acquiring the skillset needed to do a job, but with digitalization and automation, employees will have to equip themselves with the right skills to survive. In 2017, Blanco et al. [6] analyzed how Industry 4.0 affects workplaces and the need for staff training. ...
The Place of Descriptive Geometry in the Face of Industry 4.0 Challenges
Article
Full-text available
  • Dec 2023
Industrial process automation has long been the main goal in production lines that seek to decrease human involvement. However, it is broadly agreed that a collaboration between humans and technologies must still exist as human capital is required to provide certain skills and abilities that machines cannot offer yet. For instance, in the context of design and simulation, CAD, CAM, and CAE professionals must count not only on a deep knowledge of the technology employed but also on specific skills that make the human factor an integral piece of the transition. These abilities are considered fundamental to achieving sustainable development in the industrial sector. This work focuses on analyzing through four study cases where whether specular o bilateral symmetry, a.k.a. planar symmetry is present, the weaknesses found in the human factor related to CAD training of future industrial engineers. The most common mistakes found when developing the different symmetric pieces proposed are thoroughly examined in order to define their origin, which mainly lies in students’ lack of descriptive geometry (DG) understanding. This is aggravated in some cases by the lack of spatial visualization abilities. The unstoppable and fast advances in design and simulation tools and technologies require humans to update their capabilities almost in real time. However, results show that this should not threaten the need for the human mind to spatially understand the changes being made on the screen. Otherwise, humans are at risk of ending up at the service of machines and technologies instead of the opposite.
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... Therefore, it is necessary to implement suitable training and education programmes, especially in the engineering area, as well as to adapt the organisations' management strategies to meet the new market requirements (Zhou, 2013;Arntz, Zierahn & Gregory, 2016;Erol et al., 2016;Maresova et al., 2018;Petrillo et al., 2018;Sumer, 2018;Ing, et al., 2019;Ninan, Roy & Thomas, 2019). Consequently, continuous training and lifelong learning are becoming increasingly important (Schroeder, Greef & Schreiter, 2017). ...
THE IMPACT OF INDUSTRY 4.0 ON THE ECONOMY: THEORETICAL AND EMPIRICAL ASPECTS
Article
Full-text available
  • Dec 2023
The enhanced focus on Industry 4.0 has brought numerous challenges and questions regarding the meaning and impact of this concept. The literature on Industry 4.0 has rapidly expanded recently, indicating its significant influence on the economy as a whole. The study objective is to analyse the impact of Industry 4.0 on the economy and to evaluate the OECD countries in terms of selected indicators in the major fields of science and technology. Science and technology indicators serve as measures, analytical and comparison tools to assess a country's readiness to adopt Industry 4.0. The analysis indicates that the OECD countries vary in terms of R&D spending, with an observed growth in R&D spending by businesses across most OECD countries. Universities also play a crucial role in the implementation of Industry 4.0. On average, higher education facilities in the OECD countries allocated 0.42% of GDP to R&D in 2011, and this figure was slightly up to 0.43% in 2020. The results demonstrate an increase in the number of researchers in most OECD countries between 2011 and 2020. Patent statistics were also analysed to measure technology performance across countries, revealing that Japan and the USA have a significant advantage in patent development.
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The Effect Of Top Management's Role In Training On Employee Performance: A Study On Select Pses In India
Article
  • Sep 2024
According to Myers and Newman (2017), training is crucial for improving worker performance. Existing literature suggests that training and development are two of the ten human resource management (HRM) measures that effectively address detrimental deviant behavior among public sector staff. The training and development framework (T&D) facilitates the enhancement of employee expertise, understanding, and proficiency. Training encompasses a collection of abilities and practical, technical, and personal proficiencies that empower an individual to achieve exceptional levels of performance that are above the norm (Sakarneh, 2020). The work environment, training and development, and senior management all have an important impact on organizational performance. A research study has examined senior management's influence on the training process, its evaluation, and its effect on the performance of 606 employees working in Indian public sector firms. The findings suggest that the active participation of top management in training and evaluation is crucial for enhancing employee performance. This article attempts to present them.
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THE IMPACT OF EMPLOYEE TRAINING AND DEVELOPMENT ON EMPLOYEE PRODUCTIVITY
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  • Dec 2013
Training has become the buzz word in the dynamic competitive market environment.Human capital differentiates a great organization from a good one. Organizations investing in effective training and development for human resource tend to achieve both short and long term benefits. This study presents a literature review on the significant of training and development on employee productivity. Employees tends to become absolute, and therefore making the need to adapt to the continuous learning and updating of the skill and knowledge invaluable, due to the organizational, technological and social dynamics. Thus, in order for organizations to achieve optimum returns from their investment, there is imperative need to effectively manage training and development programs. However, the most vital asset of every organization under stiff and dynamic competition is its human capital. Training and development is an instrument that aid human capital in exploring their dexterity. Therefore training and development is vital to the productivity of organization's workforce.
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Ethical development and human resources training: An integrative framework
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  • Mar 2001
  • Hum Resource Manag Rev
This article draws on the training and business ethics literatures to craft a framework for creating and maintaining effective ethics training programs. We identify four themes in the recent training literature — trainee characteristics, training design, transfer of trained skills, and evaluation issues — and use these as the basis for creating a model of ethics training. As an illustrative example, we explore the research on individuals' cognitive moral development and examine how a framework built on sound training principles might enhance the efficacy of ethics training. Finally, we present a series of research questions that arise from this integration of ethics and training research.
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Structured On-the-Job Training: Unleashing Employee Experience in the Workplace. Second Edition
Article
  • Jan 2003
This book presents detailed guidelines for conducting structured on-the-job training (S-OJT), which is training based on the premise that OJT can be structured and planned so as to produce more predictable and reliable training outcomes. Together, the book's 15 chapters systematically examine the topics of meeting the demand for employee expertise, structuring OJT processes, and using S-OJT. The individual chapter topics are as follows: (1) the challenge of developing employee expertise; (2) a system view of S-OJT; (3) training and learning in the work setting; (4) deciding whether to use S-OJT; (5) analyzing the work to be learned; (6) selecting, training, and managing employees to deliver S-OJT; (7) preparing S-OJT modules; (8) preparing to deliver S-OJT; (9) delivering managerial, technical, and awareness training; (10) evaluating and troubleshooting S-OJT programs; (11) organizational change and S-OJT; (12) the global perspective of S-OJT; (13) workforce development and S-OJT; (14) change management process and issues in using S-OJT; and (15) developing a culture of expertise. (Forty tables/figures are included. The following items are appended: excerpts from the "Training within Industry Report" describing the Lens Grinder Study; S-OJT trainer and trainee evaluation forms; and a sample S-OJT module with embedded training events. The bibliography lists 161 references.) (MN)
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The Impact of Organizational Context and Information Technology on Employee Knowledge‐Sharing Capabilities
Article
  • May 2006
  • PUBLIC ADMIN REV
Sharing knowledge and information is an important factor in the discourses on electronic government, national security, and human capital management in public administration. This article analyzes the impact of organizational context and IT on employees’ perceptions of knowledge-sharing capabilities in five public sector and five private sector organizations in South Korea. Social networks, centralization, performance-based reward systems, employee usage of IT applications, and user-friendly IT systems were found to significantly affect employee knowledge-sharing capabilities in the organizations studied. For public sector employees, social networks, performance-based reward systems, and employee usage of IT applications are all positively associated with high levels of employee knowledge-sharing capabilities. Lessons and implications for knowledge-sharing capabilities and management leadership in the public sector are presented.
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A field survey of factors affecting the adoption and perceived success of diversity training
Article
  • Jun 1995
  • PERS PSYCHOL
Seven hundred and eighty-five human resource professionals responded to a questionnaire about diversity issues in their organizations. Analyses were conducted to determine the factors associated with (a) adoption of diversity training and (b) perceived training success. Results revealed that both training adoption and perceived training success were strongly associated with top management support for diversity. In addition, training adoption was associated with large organizational size, positive top management beliefs about diversity, high strategic priority of diversity relative to other competing objectives, presence of a diversity manager, and existence of a large number of other diversity-supportive policies. Perceived training success was also associated with mandatory attendance for all managers, long-term evaluation of training results, managerial rewards for increasing diversity, and a broad inclusionary definition of diversity in the organization. Suggestions for future research are offered.
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