Training and development: Difference between revisions

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In conclusion, training and development play a vital role in enhancing Public Service Motivation and improving the performance of public sector employees. By focusing on knowledge acquisition, attitude development, and the cultivation of self-efficacy and instrumentality beliefs, training programs can lead to significant improvements in employee motivation and job satisfaction. As public sector organizations continue to face challenges in a rapidly changing environment, investing in effective training and development programs will be crucial for building a motivated and capable workforce. This investment not only benefits individual employees but also enhances the overall capacity of public sector organizations to deliver high-quality services to the public.

=== Adaptative Training Methods for Hybrid Working Models ===

The COVID-19 pandemic triggered a significant shift in work environments, with many organisations rapidly adopting hybrid working models <ref> Mayer, B., & Boston, M. (2022). Residential built environment and working from home: A New Zealand perspective during COVID-19. Cities, 129, 103844. https://doi.org/10.1016/j.cities.2022.103844</ref>. In New Zealand, a national survey revealed that a large portion of the workforce, particularly in the public sector, had no prior experience with remote work before the pandemic<ref>O'Kane, P., Walton, S., & Ruwhiu, D. (2020). Remote Working during COVID19: New Zealand National Survey. Work Futures Otago: Trends, Disruptions and Transitions. https://doi.org/10.13140/RG.2.2.18753.58720</ref>. A number of benefits were identified such as reducing commute stress, improved work-life balance and flexible working schedules. Globally, there has been an unstoppable shift towards offering remote working opportunities. Organisations are rapidly evolving their policies to provide employees with the flexibility to work remotely<ref>Beck, M. J., & Hensher, D. A. (2022). Working from home in Australia in 2020: Positives, negatives and the potential for future benefits to transport and society. Transportation Research Part A: Policy and Practice, 158, 271-284. https://doi.org/10.1016/j.tra.2022.03.016</ref>. This shift balances employee demands for autonomy with operational needs, signalling a long-term transformation in workplace dynamics across industries<ref> Smite, D., Moe, N. B., Hildrum, J., Gonzalez-Huerta, J., & Mendez, D. (2023). Work-from-home is here to stay: Call for flexibility in post-pandemic work policies. Journal of Systems and Software, 195, 111552. https://doi.org/10.1016/j.jss.2022.111552</ref>.

Hybrid models offer flexibility but also present challenges such as lacking social engagement<ref>Galanti, T., Guidetti, G., Mazzei, E., Zappalà, S., & Toscano, F. (2021). Work from home during the COVID-19 outbreak. Journal of Occupational & Environmental Medicine, 63(7), e426-e432. https://doi.org/10.1097/jom.0000000000002236</ref> , and the risks of overwork<ref>De Laat, K. (2023). Living to work (from home): Overwork, remote work, and gendered dual devotion to work and family. Work and Occupations. https://doi.org/10.1177/07308884231207772</ref> . This has led to an increased focus on creating training solutions that enable employees to remain engaged and productive, regardless of their physical ___location<ref>Babapour Chafi, M., Hultberg, A., & Bozic Yams, N. (2021). Post-pandemic office work: Perceived challenges and opportunities for a sustainable work environment. Sustainability, 14(1), 294. https://doi.org/10.3390/su14010294</ref>. This reinforces the need for tailored training programs in hybrid settings that cater to the distinct demands of both in-office and remote workers<ref> Naqshbandi, M. M., Kabir, I., Ishak, N. A., & Islam, M. Z. (2023). The future of work: Work engagement and job performance in the hybrid workplace. The Learning Organization, 31(1), 5-26. https://doi.org/10.1108/tlo-08-2022-0097</ref>.

The following are key features and benefits of hybrid working models that help organisations adapt training and development strategies to meet the needs of both remote and in-office employees, while also promoting flexibility, engagement and diverse learning needs:

• '''E-Learning Platforms'''

Digital tools such as e-learning platforms are revolutionising training in hybrid work environments. E-learning platforms provide a flexible learning experience, allowing employees to access a wide range of courses tailored to their roles and schedules<ref> Zorzoliu, R., & Iatagan, M. (2017). Training of human resources through elearning platforms. eLearning and Software for Education, 1, 592-597. https://doi.org/10.12753/2066-026x-17-087</ref>. E-learning platforms also enhance engagement through interactive features like quizzes, video content, and assessments<ref>Serema, M. M., Shihomeka, D. S., & Shalyefu, R. K. (2023). Adoption and utilisation of workplace E-learning practices in the public sector organisations: A systematic review. Journal of Learning for Development, 10(3), 346-360. https://doi.org/10.56059/jl4d.v10i3.944</ref>.

• '''Collaboration Tools'''

Tools like Microsoft Teams and Zoom play a crucial role in fostering interaction and collaboration in hybrid working models. These platforms enable seamless communication between remote and in-office employees through video conferencing, chat, file sharing, and group activities. They bridge the gap by creating virtual meeting spaces where employees can collaborate in real-time, host training sessions, and conduct team-building exercises, ensuring that all participants remain engaged and productive regardless of their physical ___location. This supports cohesion and collaboration in a hybrid work environment<ref> Deželak, Z., Zabukovšek, S. S., & Bobek, S. (2023). Changes of collaboration platforms' use perceived by users because of COVID: A research study of changes in user experience of Microsoft teams platform. Reshaping the Business World Post-COVID-19, 93-125. https://doi.org/10.1201/9781003372424-4</ref>.

• '''Synchronous and Asynchronous Learning'''

Synchronous learning involves real-time interactions facilitated by online platforms. These platforms are designed to replicate face-to-face environments, thereby promoting communication, collaboration, and instantaneous feedback. This approach proves particularly advantageous for subjects such as ethics training or regulatory updates, where live interactions can clarify complex issues.

On the other hand, Asynchronous learning allows employees to access pre-recorded materials, lectures, and resources at their own pace. This flexibility accommodates different schedules, which is especially crucial for hybrid models where remote workers need more control over their time<ref> Amiti, F. (2020). Synchronous and asynchronous E-lEarning. European Journal of Open Education and E-learning Studies, 5(2). https://doi.org/10.46827/ejoe.v5i2.3313</ref>.

== See also ==