Identifying Non-Technical Skill Gaps in Software Engineering Education: What Experts Expect But Students Don’t Learn

As the importance of non-technical skills in the software engineering industry increases, the skill sets of graduates match less and less with industry expectations. A growing body of research exists that attempts to identify this skill gap. However, only few so far explicitly compare opinions of the industry with what is currently being taught in academia. By aggregating data from three previous works, we identify the three biggest non-technical skill gaps between industry and academia for the field of software engineering: devoting oneself to continuous learning , being creative by approaching a problem from different angles , and thinking in a solution-oriented way by favoring outcome over ego . Eight follow-up interviews were conducted to further explore how the industry perceives these skill gaps, yielding 26 sub-themes grouped into six bigger themes: stimulating continuous learning , stimulating creativity , creative techniques , addressing the gap in education , skill requirements in industry , and the industry selection process . With this work, we hope to inspire educators to give the necessary attention to the uncovered skills, further mitigating the gap between the industry and the academic world.

Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India

PurposeBy integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees. Furthermore, the study examines whether employees would exhibit greater task and contextual performance when organizational learning is blended with a specific coaching behavior of their manager.Design/methodology/approachUsing primary data from 298 software engineers working in select information technology companies across India, the current study attempts to assess moderating effect of managers' coaching behavior in two relationships, including continuous learning and employees' task performance (CL-TP) and continuous learning and employees' contextual performance (CL-CP).FindingsResult of exploratory factor analysis suggests that managers of select organizations exhibit two major types of coaching behavior: inspiration-based coaching behavior and facilitation-based coaching behavior. On the moderating role of coaching behavior, it is documented that facilitation-based coaching behavior significantly positively moderates both stated (CL-TP and CL-CP) relationships, whereas inspiration-based coaching behavior of supervisors has positive significant effect on CL-TP relationship but negatively moderates the CL-CP relationship.Research limitations/implicationsThe extent to which the findings of this study can be generalized is constrained by the limited sample and organizational context.Practical implicationsThe most important managerial implication for all learning organizations is that both kinds of coaching behaviors help improving the task performance of the employees, but managers should prefer facilitation-based coaching style in order to generate higher contextual performance of employees.Originality/valueThis study contributes to practitioners and existing literature by explaining how individual performance of employees is affected by the investment made by organizations in facilitating continuous learning.

Solutions to improve the effectiveness of moral education for Vietnamese students today

Comprehensive human development is an important content in Ho Chi Minh's thought on human beings. "To reap a return in ten years, plant trees. To reap a return in 100, cultivate the people" (Minhd, 2011). A comprehensive person is someone who has both virtue and talent, of which virtue is the root. Virtue is morality, but unlike conservative morality which aims at personal glory, the new and great morality serves the common interest of the communist party, the people and mankind. The basic requirements of that morality are being loyal to the country and faithful to the people, loving people, being diligent, thrifty, honest, righteous and selfless, and having proletarian international spirit. Talent means a person's capability to fulfill assigned tasks, which is demonstrated through continuous learning and improving of academic, scientific, technical and theoretical qualifications (Minhb, 2011). Vietnam is being strongly influenced by the trend of international integration with many complicated changes in the society. In the face of manifestations of degradation in morality and lifestyle seen in students, moral education for Vietnamese students becomes even more important and necessary.

An Exploration of How Competency-Based Education Can Support Self-Directed Learners and Learning

At a time when workplace skills are rapidly evolving, continuous learning is increasingly important, and the responsibility for learning has shifted from others (parents, schools, teachers, employers) to individuals. Self-directed learning (SDL) can help learner-earners thrive in a skills-based economy. Competency-based education (CBE) is well suited to appeal to self-directed learners and to scaffold learner self-direction; however, existing research on the relationship between SDL and CBE programs is limited. This chapter uses case studies of the experiences of two self-directed learners in a CBE program to explore the role of self-direction in their learning journeys. The key takeaways are that (1) self-direction can have a strong impact on learner success and (2) CBE programs are uniquely positioned to support self-directed learners. The chapter concludes with a discussion of considerations for future research.

Promoting Salutogenic Capacity in Health Professionals

From a salutogenic perspective, relational and reflective competencies are key to the success of competence building. Reflecting on and exploring one’s (life) experience in a continuous learning process can enhance salutogenic competence.This chapter, whose authors have many years of experience building health professionals’ salutogenic competence, is nicely illustrated with teaching and coaching examples drawn from (a) a master’s programme for students in various health professions, (b) salutogenic talk-therapy groups, (c) students in health promotion training programmes, and (d) on-the-job training of healthcare professionals working in childcare services.The chapter discusses the concept of “self-tuning,” referring to habitual self-sensitivity, reflection, and mobilising of resources, which can play a central role in all types of training. This chapter emphasises that trainers should strive to “live the talk,” developing their personal salutogenic capacity – in other words, do what you teach and be what you teach.

People and the Digital Enterprise

The transformation of a conventional enterprise from a people-centric model to a technology-centric one has important implications for its human workforce. In this chapter, the authors look at three representative people-related focus areas for the digital enterprise, enhancing workplace wellbeing, enabling continuous learning and compliance to information security. They discuss each of these problems and then look at the technological infrastructure a digital enterprise would require to manage these areas.

Agile Business Analysis for Digital Transformation

The use of cutting-edge digital technologies and the realization of right project, program, and portfolio (3P) initiatives can trigger the intended company-wide change and the digital transformation. Today, organizations need to increase their agility for managing their information technology (IT) projects and transforming their business models. The integration of agile perspective and business analysis (BA) approach has a great potential to increase the success of digital transformation. This study aims to provide an overview of state-of-the-art in agile business analysis in scope of digital transformation. In accordance with the well-known frameworks, general principles and promising techniques of Agile BA are highlighted and discussed. The regarding agile practices provide valuable guidelines for researchers and practitioners that how they can assist continuous feedback, continuous learning, continuous improvement, and continuous integration capabilities of organizations; and also how to maximize value to the stakeholders in agile project lifecycles and agile business transformations.