The state-of-the-art of modern workplace learning: an applied assessment method of a pre-train deep learning on modern learning tools

Abstract

Purpose The study discusses the importance of workplace learning in the current era of work and how organisations are shifting their focus toward employee learning and development. It highlights the need for employees to continuously up-skill themselves to keep up with the demand for skills. The purpose of this study is to introduce a modern approach to evaluating workplace learning to promote and enhance better performance within the workplace. Design/methodology/approach It introduces a deep modern learning approach called “behavior-oriented drive and influential functions of formal and informal learning”. The study also develops the concept of the “Study, Plan, Do, Check, and Act” framework to simulate practise and theory within and outside of work to allow continuous improvement, learning new workplace tools, and bridging digital transformation challenges. The study highlights that workplace learning occurs in a variety of contexts and uses various tools, which poses challenges for the design and development of technology that supports and analyses workplace learning. Findings Based on behaviour-orientated drive and influential functions for formal and informal learning, a grade of 6.54% days was registered for formal learning tools and 4.89% days for informal learning tools. From the statistics in this study, This study concluded that informal learning tools contribute more to the development of the workplace than formal learning. In informal learning, employees act autonomously at their own will and pace to obtain the required knowledge. The time to acquire knowledge through informal learning tools is shorter than in formal learning. Future relevant research should review more learning tools for formal and informal learning. Practical implications Modern workplace learning is a key tool for organisations to gain a competitive advantage. Learning based on formal training and development programs, informal learning and knowledge sharing influence the development of human capital resources. Originality/value The study combines social science and engineering approaches to enable non-engineers to pioneer execution of tasks and examine their performance based on the approach detailed in the results, methodology and discussion sections. It contributes to the field of learning organisations and organisational learning by exploring the learning processes of modern professionals. By investigating the learning practices and experiences of knowledge workers, this study seeks to identify the factors that promote or learn and the impact of learning on the workplace.

Working Out Loud: an intervention study to test an agile learning method

“…Previous research has shown that modern professionals are more likely to remain with companies that offer various learning opportunities (D’Amato and Herzfeldt, 2008), turning workplace learning into a useful instrument for talent retention (Muzam et al , 2023). This has practical implications for human resources and organizational development.…”

“…This has practical implications for human resources and organizational development. As employees only learn when it is relevant and appealing, organizations need to constantly adapt their learning capabilities (Muzam et al , 2023). The flexibility of implementing WOL could offer a viable alternative to static “off the job” learning.…”

“…Employees must be willing to change jobs flexibly and acquire new skills as needed (van Laar et al , 2020). To survive and thrive in such a world, leading organizations need to focus on the continuous development of their employees (Muzam et al , 2023). Employees’ continuous and self-directed development has consequently become a key competence (Kortsch et al , 2019).…”

“…First, we introduce WOL as an agile learning method in the literature. On the one hand, the complex work environment forces organizations to continuously develop their employees (Muzam et al , 2023); on the other, the currently predominant “off the job” learning methods do not meet the demands of today’s work context (Noe et al , 2014). We present WOL as a valuable approach to address these current shortcomings – as an agile learning method, WOL is self-directed, can be integrated into the workplace and builds on the fundamental concept of social exchange in learning.…”

Continuous learning at work: the power of gamification

“…Gamification refers to the use of game-like elements in non-game settings (Deterding et al, 2011), typically in the workplace, to enhance employee productivity, organizational productivity and employee well-being (Oprescu et al, 2014). While gamification has been extensively studied in formal learning contexts, little is known about its impact on informal learning, where employees often learn more efficiently and effectively (Billett, 2004;Froehlich et al, 2014;Muzam et al, 2023).…”