Personalized and Explainable Employee Training Course Recommendations: A Bayesian Variational Approach

2022 ◽  
Vol 40 (4) ◽  
pp. 1-32
Author(s):  
Chao Wang ◽  
Hengshu Zhu ◽  
Peng Wang ◽  
Chen Zhu ◽  
Xi Zhang ◽  
...  

As a major component of strategic talent management, learning and development (L&D) aims at improving the individual and organization performances through planning tailored training for employees to increase and improve their skills and knowledge. While many companies have developed the learning management systems (LMSs) for facilitating the online training of employees, a long-standing important issue is how to achieve personalized training recommendations with the consideration of their needs for future career development. To this end, in this article, we present a focused study on the explainable personalized online course recommender system for enhancing employee training and development. Specifically, we first propose a novel end-to-end hierarchical framework, namely Demand-aware Collaborative Bayesian Variational Network (DCBVN), to jointly model both the employees’ current competencies and their career development preferences in an explainable way. In DCBVN, we first extract the latent interpretable representations of the employees’ competencies from their skill profiles with autoencoding variational inference based topic modeling. Then, we develop an effective demand recognition mechanism for learning the personal demands of career development for employees. In particular, all the above processes are integrated into a unified Bayesian inference view for obtaining both accurate and explainable recommendations. Furthermore, for handling the employees with sparse or missing skill profiles, we develop an improved version of DCBVN, called the Demand-aware Collaborative Competency Attentive Network (DCCAN) framework , by considering the connectivity among employees. In DCCAN, we first build two employee competency graphs from learning and working aspects. Then, we design a graph-attentive network and a multi-head integration mechanism to infer one’s competency information from her neighborhood employees. Finally, we can generate explainable recommendation results based on the competency representations. Extensive experimental results on real-world data clearly demonstrate the effectiveness and the interpretability of both of our frameworks, as well as their robustness on sparse and cold-start scenarios.

2021 ◽  
Vol 13 (5) ◽  
pp. 2721
Author(s):  
Hana Urbancová ◽  
Pavla Vrabcová ◽  
Monika Hudáková ◽  
Gabriela Ježková Petrů

If an organisation is to develop in today’s highly competitive environment, it cannot do so without continuous training and development of its employees. The benefit to the individual can be assessed by a measurable degree of his knowledge, mastering a certain operation, etc. Evaluating the effectiveness of training is not easy, because very often we work with quantities that are difficult to quantify, and therefore difficult to measure. The prerequisite is the precise definition of educational goals and ensuring the controllability of educational results (training). This article aims to find factors influencing evaluation of effectiveness of employee training and development. The data was obtained from a questionnaire survey in which 207 organisations operating in the Czech Republic participated. The results show that when evaluating the effectiveness of employee training, organisations prefer methods based on subjective evaluation by an evaluator (direct supervisors, colleagues), but also on their own self-evaluation regarding the number of training days. Due to the coronavirus pandemic, current human resources (HR) trends and priorities for 2021 have changed significantly. The systematic process of evaluating employee training effectiveness depends on the business sector (p-value 0.022), on the fact that the organisation is or is not a part of a larger group (p-value 0.000), on (non)existence of an HR department (p-value 0.000), and on the organisation size (p-value 0.000).


Bastina ◽  
2020 ◽  
pp. 497-512
Author(s):  
Ivanka Gajić

The development of self-educational competence of employees is of key importance in the modern way of doing business. Therefore, it is very important that employees are trained for self-education, so that it does not take place spontaneously and at the free discretion of the individual. Therefore, the paper pays special attention to the analysis of educational needs as a starting point for employee training. The paper also talks about the professional development of employees, its importance for career development, but also the organization as a whole. The aim of this paper is to point out the importance of self-education of employees in sports, and to give a review of the reviewed literature in this field.


2021 ◽  
pp. 10-14
Author(s):  
Marina Kuznetsova ◽  
Natalya Vinogradova

The article discusses the problem of obtaining reliable information about the level of educational achievements of junior schoolchildren during their transition to the next stage of school education. The implementation of the development goals of students at the initial stage of schooling, set by the Federal State Educational Standard of Primary General Education, requires pedagogical diagnostics, which makes it possible to establish the cause of the difficulties that children have in the course of studying various subjects. This ensures the timely intervention of the teacher in the learning process to provide each younger student with pedagogical assistance and support, which makes it possible to eliminate the individual difficulties that arise in him.


2018 ◽  
Vol 22 (2) ◽  
pp. 162-169 ◽  
Author(s):  
Michael B. Armstrong ◽  
Richard N. Landers

F1000Research ◽  
2018 ◽  
Vol 7 ◽  
pp. 722 ◽  
Author(s):  
Nathan L. Vanderford ◽  
Teresa M. Evans ◽  
L. Todd Weiss ◽  
Lindsay Bira ◽  
Jazmin Beltran-Gastelum

Background: The Individual Development Plan (IDP) was introduced as a tool to aid in career planning for doctoral trainees. Despite the National Institutes of Health and academic institutions creating policies that mandate the use of IDPs, little information exists regarding the use and effectiveness of the career planning tool. Methods: We conducted a multi-institutional, online survey to measure IDP use and effectiveness. The survey was distributed to potential respondents via social media and direct email. IDP survey questions were formatted using a five-point Likert scale (strongly agree, agree, neutral, disagree and strongly disagree). For data analysis purposes, responses were grouped into two categories (agree versus does not agree/disagree). The data were summarized as one-way frequencies and the Pearson chi-square test was used to determine the statistical significance of univariate associations between the survey variables and an outcome measure of the effectiveness of the IDP. Results: Among all respondents, fifty-three percent reported that they are required to complete an IDP while thirty-three percent reported that the tool is helpful to their career development. Further, our data suggests that the IDP is most effective when doctoral students complete the tool with faculty mentors with whom they have a positive relationship. Respondents who are confident about their career plans and who take advantage of career development resources at their institution are also more likely to perceive that the IDP is useful for their career development. Conclusion: Given the nuanced use and effectiveness of the IDP, we call for additional research to characterize the overall use and effectiveness of the IDP and to determine whether there are unintended negative consequences created through the use of the tool. Furthermore, we recommend an enhancement of career development infrastructure that would include mentorship training for faculty in order to provide substantially more career planning support to trainees.


2019 ◽  
Vol 31 (5) ◽  
pp. 1339-1344
Author(s):  
Baki Koleci

We, as individuals, continually through our lives, learn and acquire the knowledge, skill, and skill we expect to help us employ or apply appropriately in order to gain a living and secure our survival. Everyone wants to build a successful career with which he can be proud of his life. However, this is not always so easy and simple, it requires a lot of sacrifices, concessions, compromises with our partners, the family, close social relationships, and finally with ourselves. In this paper, the subject of the research is the determination of career development, career stages, career factors, then expert opinions, the difference between traditional and modern career views, goals pursued by individuals in the career, and so on, Career development can be seen as an experience of individuals (an internal career) and this is not related to an organization. Although the responsibility for career management is in the hands of individuals, individuals, however, organizations can play a key role in shaping and developing careers by providing help and providing support. Career development can not be pursued individually or separately from the personality as a whole, meaning it reflects on the context of life and the development of the person as a whole, not just personality as work. The main goal in career development is to realize the current and future needs and goals of the organization and individuals, which has to do more with developing employment opportunities and improving the skills needed for employment. Career success is reflected in the eyes of the individual and can be defined as a career pleasure through achieving personal goals related to the work, while at the same time enhancing the success and efficiency of the organization.


2003 ◽  
Vol 8 (7) ◽  
pp. 325-327 ◽  
Author(s):  
Mustafa Ozbilgin ◽  
Geraldine Healy

Mainstream work on careers tends to be situated within an individualistic paradigm and against a North American/Western European context (although frequently unacknowledged). This paper throws new conceptual and contextual insights on the career concept through its exploration of careers in the Middle East. It draws on articles included in two special issues on career development in the Middle East published in Career Development International, and demonstrates how careers are intertwined with history, politics, organisational practices and structures as well as the individual self. Importantly it identifies the interconnectedness of the Middle East with the rest of the world and how this impacts on individual careers. Through this regional lens, the complexity and diversity of the career concept is brought into sharp focus.


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