Interdisciplinary Teaching Reform of Financial Engineering Majors Based on the Analytic Hierarchy Process in the Post-Pandemic Era

In the post-epidemic era, the labor market has become increasingly complex, making it even more crucial to incorporate sustainability into employment demand. As we enter the post-pandemic era, a globalization trend has become more apparent. It is crucial to modernize employability through educational reform in order to assist employees in enhancing their professional skills. This study began by analyzing the importance of financial engineering practice instruction and graduate employability in the post-epidemic era. Second, the study proposed the content and a plan for inter-disciplinary teaching reform to address talent cultivation needs based on labor market requirements. Third, a face-to-face survey and interview were conducted with students affected by changes in teaching, and the results were analyzed and summarized. On this basis, the impact of education reform was evaluated using both the expert scoring method and the analytic hierarchy approach. The results indicated that the suggested financial engineering teaching reform program improved the school's discipline strength, enrollment rate, employment rate, and competition awards, especially discipline strength. This research can be used to inform the teaching of financial engineering majors in various countries, assist job candidates in enhancing their professional skills, and build a formidable talent pool for the labor market.

New Paradigm: HR Professional Transformation in Manufacturing Company: Acces la Success

This study aimed to optimize the line managers performances in the human resources (HR) division in answering the role of the HR management function problem in Medan City Manufacturing Company. The novelty proposed is a concept of HR management called "Human Resources Professional Transformation". Specifically, this concept discussed the ability of HR division line managers to make adaptive changes to the company's business-oriented functional divisions with managerial competence, commitment, innovation capability, and readiness for changes towards work performance. The population of this research was the line manager of the HR division, totaling 185 respondents. The sampling technique used a probability sampling approach with simple random sampling through the slovin formula, totaling 126 respondents. The analytical tool used is structural equation software through the SmartPLS application program. The results showed that managerial competence, commitment, innovation capability had a positive and significant effect through the HR professional transformation on the performance of line managers in the HR division. Meanwhile, readiness for change has a positive and insignificant effect on the HR Professional Transformation. Readiness for change also has a positive and insignificant effect on the Line Managers Performances in the Human Resources Division through HR Professional Transformation. Based on the suitability test of the research model, it proved that the HR Professional Transformation can answer the problem of the role of the management function to improve the line managers performances in the HR division with managerial competence, commitment, innovation capability, and readiness for change of 0.907.

Generational knowledge transfer and retention strategies

PurposeThis study reviews strategies organizational leaders and human resource practitioners can deploy to develop knowledge transfer and retention succession planning strategies for older employees to mitigate generational organizational knowledge loss prior to retirement.Design/methodology/approachThis study used a questionnaire with 28 baby boomer employees and leaders of baby boomers at a large federal agency. Purposive and snowball sampling techniques were used. Questions asked participants about knowledge transfer, retention strategies and how challenges to counter baby boomer knowledge loss are addressed in the workplace.FindingsDevelop succession plans using standard operating procedures and job aids to reduce knowledge loss and enhance retention. Deploy hands-on training to share historical knowledge, enhance relationship building, mentoring programs, cross-training opportunities, retention incentives and document process improvement. The strategies are supported by organizational learning and knowledge management theories.Originality/valueThis study contributes to organizational leaders' and human resource practitioners' knowledge transfer and retention succession planning strategies to counter generational knowledge loss.

Development of cultural agility competencies through global mobility

PurposeThis paper aims to understand how these competencies gained will help human resource (HR) leaders become more strategic about when and how to use global mobility for talent development.Design/methodology/approachIn this paper, the author defines the construct of cultural agility and describes the theoretical mechanisms through which employees can gain cultural agility through culturally novel situations such as global mobility. Cultural agility enables individuals to work comfortably and effectively with people from different cultures and in situations of cultural novelty. People with cultural agility have task-management competencies (cultural minimization, adaptation and integration), self-management competencies (tolerance of ambiguity, resilience, curiosity) and relationship-management competencies (humility, relationship building and perspective taking).FindingsThis study aims at focusing on the development of cultural agility, this paper focuses on four cascading features of a culturally novel experience that can help individuals gain this competence: (1) the level of cultural novelty in the experience, (2) the readiness of an individual for that level of cultural novelty, (3) the individual's level of awareness of the cultural norms and values inherent in the culturally novel experience and (4) the level of social support offered to that individual to learn how to understand and respond in that experience.Originality/valueEach feature is discussed, concluding with the implications for future research and practitioners in global mobility and talent development.

Emotional & technological impact on managerial competencies: outlining the development agenda

PurposeThe purpose of this article is to examine the Emotional, Behavioural and Psychological impact, and impact of explosion of Technology-led complexity on Managerial Competencies. The article offers a new training and development agenda that can mitigate these impacts, and improve employee productivity and well-being.Design/methodology/approachAfter exploring the theoretical underpinning of management competencies, and dimensions that could impact them, discussions with senior industry experts from different sectors were carried out to understand the impact and suggest ways to mitigate them.FindingsCOVID-19 shock and experiences may have impacted the Intrapersonal skills, Interpersonal skill and Leadership skills. Technology explosion may have impacted all these and Business skills as well. A new Learning and Development agenda is suggested to mitigate the emotional and technology impact on each of the managerial competencies, thus improving on-job productivity.Practical implicationsA strategic development program can be created to mitigate the recent emotional, psychological and technology impact on different managerial competencies. This granular training program that understands the cause, and offers a specific solution will greatly benefit the organizations and employees.Originality/valueThe paper combines the understanding of managerial competencies with recent social and workplace developments, and draws on the learnings from industry experts to make practical suggestions for talent development.

Role of Talent Management in Business Continuity

Talent Management plays a crucial role to support the business continuity and empower the most important asset for the company - its people. The role that Talent Management has played was highlighted in different aspects across the organization, starting from developing competent HR team and HR department structure that can influence company culture by taking an active approach in this regard. The journey started by working with the executives and stakeholders across the business to evaluate the current company culture, assess potential gaps or opportunities, and create a strategic plan to align the organization's culture with its values and goals. Moreover, a deliberate building of core and supplementary HR systems serving the business strategy while respecting culture readiness has taken place. This started off with developing leadership development programs, conducting a competency management system for better training and skills development, relying on assessment tools in recruitment and using these tools in the on-boarding, knowledge sharing approach, creating a performance management culture and working on continuous development and improvement. The Leadership Development Program was achieved on 3 phases: Assessment phase, Development phase and re-assessment phase. One of the main objectives that we tried to focus on while implementing the leadership development program was to find employees who are potential leaders and nurture them early enough. In addition, it was crucial to identify a Leadership Competency Profile to have a clear, compelling vision of how the skills we were building in the leadership development program connect to the leadership road map in the company. In addition, and in the light of Covid-19 and the absence of Employee Training in 2020, the HR department came out with an initiative to carry out internal knowledge sharing workshops across the company. These workshops aimed at increasing employees' awareness with the different functions across the company in addition to increasing the level of engagement, communication, and presentation skills for employees. There is always a need to measure where we are and the progress done so far to know where we want to be and adjust the process accordingly. Therefore throughout all of these processes and programs, different feedback surveys were conducted to take necessary action plans. This helped in getting all employees onboard with us. Ultimately the alignment that was made between the Talent Management and the overall company's business strategy resulted in the company's ability to maintain a competitive advantage. A huge progress was made but the process continues to sustain this role. Copyright © 2023, Society of Petroleum Engineers.

New Normal at United Energy Pakistan Limited

The Coronavirus pandemic challenged most industries in ways unimaginable, forcing people to consider a variety of operational models which were previously unthinkable. UEP also adapted a Work-From-Home (WFH) model for its office-based staff to ensure operational continuity. A few months into the Pandemic, discussions at UEP were initiated to determine how the organization intends to manage office resumption once the Pandemic eases. A holistic strategy was devised to seek inputs of stake holders, research global and local trends to arrive at an informed decision. The findings indicated that while globally there were discussions around New Normal the local companies were generally not inclined in changing the way they work. UEP also sought feedback on the work-from-home setup from its employees via pulse survey and focus groups. Based on the results and multiple deliberations it was decided to move towards a hybrid model as the New Normal for UEP. A key focus area throughout the process was the impact on employees and the subsequent impact on Talent Management at UEP. This paper will discuss the series of events which led to the formalization of the "New Normal for UEP" and how it has impacted UEP's Talent Management. The paper will also briefly touch upon the post implementation feedback and lessons learnt from focus groups and highlight areas of improvement to fine tune the working model to what suits UEP best. Copyright © 2023, Society of Petroleum Engineers.

Covid-19 and Women in the Tourism & Hospitality Workforce: A Thematic Analysis

The impact of COVID-19 on the tourism and hospitality industries is one of the most hotly debated studies in recent literature, but how women in the tourism and hospitality industries dealt with the pandemic has received insufficient attention. Therefore, the purpose of this research is to explore and investigate the impact of COVID-19 on women in the workforce, specifically in the hospitality and tourism industries in India. A qualitative study methodology was adopted, and in-depth interviews were conducted among 30 females, including employees, small-scale vendors, and entrepreneurs. A thematic analysis of the results was conducted using Nvivo-12. By using thematic analysis, twelve sub-themes were condensed into three main themes. The study addresses the main issues of women in the workforce in a time of uncertainty and crisis and highlights actions needed for the inclusive development of women in society.

Do talent management practices improve organizational resilience? An empirical study within Tunisian companies

Purpose: The purpose of this research is to study the impact of talent management practices on organizational resilience in Tunisian firms in times of the sanitary crises due to COVID-19. Design/methodology/approach: A hypothetico-deductive approach is adopted. First, it is hypothesized that four talent management practices positively affect organizational resilience. Then, the hypotheses were tested by using quantitative methods. Data were collected through questionnaires and analyzed with PLS-SEM techniques. Findings: Results show that talent identification positively affects organizational resilience operationalized through the three dimensions of agility, integrity and robustness. Talent development and talent succession planning positively influence the firms' agility only, whilst talent retention had no effect on the three organizational resilience dimensions. Practical implications: The findings of this research may be helpful for human resources managers to recognize among talent management practices those that are mostly associated with organizational resilience and its dimensions. This could help them revise some talent management practices and implement those that are lacking to ensure strong and resilient firms, especially in a context characterized by the occurrence of crises of different natures. Originality/value: The literature review showed that talent management practices and organizational resilience relationships are understudied. This research empirically highlights the relevance of the linkage between them. It contributes to the rare existent works by identifying a significant effect of talent identification on all organizational resilience dimensions and a positive effect of talent development and succession planning on agility. © 2023, Emerald Publishing Limited.

Internationalization and innovation orientation as factors of employee learning and development adaptation during Covid-19: Evidence from Polish SMEs

Objective: The driving aim of this study is to test whether small and medium-sized enterprises (SMEs) with a higher level of internationalization and innovation orientation were able to adapt their training and development activities during Covid-19 quicker and better than others. With no or very few studies investigating employee learning and development adaptation in SMEs, we address an important research gap. Research Design & Methods: We tested the hypothesized relationships on a sample of 214 Polish SMEs. Data was collected using the computer-assisted telephone interview (CATI) method. The logit model and ordered probit model were employed to analyse the data. Findings: While the results clearly indicate that innovation orientation had an impact on the adaptation of training and development for Polish SMEs during the first year of the Covid-19 pandemic, internationalization did not exhibit any significant impact on the number of training sessions conducted during the first year of Covid-19. However, the existence of prior experience with online technologies may have moderated the relationship between internationalization and adaptation of learning and development. Implications & Recommendations: To become quick adapters, SMEs should develop an innovation orientation, implement online learning practices and foster mutual learning within the organization, and take every opportunity to learn from external partners. Contribution & Value Added: With this study, we contribute to the body of knowledge investigating SME adaptation during Covid-19. This research implies that innovation orientation can positively influence how firms adapt their training and development in times of crisis. This pioneering contribution is an important piece of the puzzle of what might determine the competitive advantage of some SMEs over others in years to come.

‘Turning Job Seekers to Job Creators': Talent Management Module Development for TVET Graduates

The COVID-19 pandemic negatively impacted the economy, particularly the downsizing of operations and retrenchment, which affected various sectors. Post-pandemic prompted a shift in the perspective;rather than waiting for jobs, it seems that individuals needed to become job creators. In this regard, the Technical and Vocational Education and Training (TVET) is believed to be a prominent field of study that could facilitate graduates to become job creators. Nevertheless, some of graduates would not consider owning businesses after graduation, indicating the difficulty of becoming job creators. Therefore, this study emphasising TVET program built and validated a Talent Management Module (MTM) involving creation (Job Creator) based on the Cognitive Information Processing (CIP) theory. It comprised both quantitative and qualitative phases. First, a series of interviews were carried out to explore the perceptions of talent management (TM) among seven experts. Second, a quantitative study involving data interpretation analysis based on the validity of the module content was obtained using the interview technique. Third, the module content validation process involved seven experts comprising academics and Malaysian career academy entrepreneurs whose backgrounds included entrepreneurship and TVET. The results showed that nine variables were involved, namely 1) Communication, 2) Critical Thinking and Problem-Solving Skills, 3) Teamwork Skills, 4) Continuous Learning and Information Management, 5) Entrepreneurial Skills, 6) Leadership Skills, 7) Professional Ethics and Moral, 8) Career Adaptability, and 9) Digital technology. Overall, MTM that was built in this study was consented to by the appointed experts. The development of this module might better be considered to encourage graduates to create prospective job creation that could reduce the unemployment rate. Therefore, the proposed MTM might be an appropriate solution to address unemployment through the identified important components in the implementation and empowerment of career programmes across TVET graduates. © Universiti Tun Hussein Onn Malaysia Publisher's Office.

Sustainable talent pipelines and person-organisation fit: strategic insights from UK graduates

PurposeDrawing on a framework of person-organisation fit (POF) theory, this paper aims to understand how organisations can establish and maintain sustainable early-career talent pipelines. Research question one asks, "How do graduates feel that organisations can attract early-career talent?” Research question two asks, ‘What can employers learn from graduate perspectives about the retention of early-career talent?Design/methodology/approachTwenty-eight graduates from UK universities participated in semi-structured interviews in early 2022. Cohort one was composed of 15 individuals who graduated in 2008. Cohort two was composed of 13 individuals who graduated in 2020.FindingsThe findings identified two themes associated with attracting early-career talent: "Company Culture” and "Supply and Demand”. However, 2020 graduates prioritised the job role and job security, whereas 2008 graduates prioritised job location and commute duration. Three additional themes were related to the retention of early-career talent: "Career Progression”, "Health and Well-being” and "Remuneration”. Findings also highlighted how POF could evolve over time, whereby retention can be beneficial or detrimental to either party.Practical implicationsThe study identifies pragmatic approaches to attracting and retaining early-career talent and understanding how graduates' views on POF evolve over time.Originality/valueThe study extends POF research and bridges the shared sustainability themes of "person”, "context” and "time” from vocational behaviour and HRM literature streams.

The readiness of the Indian IT middle manager: To lead change as the industry transforms

The global economy has been in a state of disruption brought about mainly by advances in technology. The Indian IT industry is poised to lead this change, given its previous achievement in this area and the country's young, educated population. However, the cost advantage it has thrived on so far is soon waning due to rising talent costs and automation replacing most routine IT work. This calls for a new set of skills that include both tangible technical skills as well as intangible ones such as critical thinking and decision-making, which are currently in short supply in the Indian IT talent market. The COVID-19 pandemic has exacerbated and accelerated this change and raised new talent challenges for Indian IT companies in the form of the necessity to enable remote work quickly, ensure employees wellbeing-both physical and mental-and deal with employees reassessing their what they seek from their employer.The position of the Indian middle manager in these conditions might seem fragile as organizations try to restructure themselves to meet these challenges but research shows that this layer can play a crucial role in keeping workers motivated and engaged, connecting various layers of management and employees, and offering innovative solutions due to their involvement with day-to-day work. But how can it be enabled to drive and nurture this change and play a key role in it? What changes will these professionals need to make to not only survive this transformation but to lead it? (PsycInfo Database Record (c) 2023 APA, all rights reserved)

The relationships between dimensions of inclusive leadership and aspects of employee engagement: Crucial connections for organizational success

In light of the current economic conditions in the United States brought about by the COVID pandemic, the war for talent is at a high point, and the acquisition and retention of qualified employees are highly competitive. Because employees want to feel challenged by their work and need to feel a sense of belonging, organizations that create engaging and inclusive cultures are at an advantage and need to understand how leadership behaviors can impact these cultures. This three-phased exploratory concurrent mixed-methods research study posed two questions to bring light to the relationship between Inclusive Leadership, Employee Engagement, and individual or social identity. The first question explored whether there is a relationship between the dimensions of Inclusive Leadership as related to aspects of Employee Engagement. The second is whether there are differences in the relationship between Inclusive Leadership and Employee Engagement by individual or social identity. The research findings indicate that inclusive leadership is related to certain aspects of employee engagement and provide a pragmatic model for use by Human Resources Professionals in the hiring and retaining of qualified talent within organizations. This dissertation is available in open access at AURA (https://aura.antioch.edu/) and OhioLINK ETD Center (https://etd.ohiolink.edu). (PsycInfo Database Record (c) 2023 APA, all rights reserved)

The role of CSR in high Potential recruiting: literature review on the communicative expectations of high potentials

PurposeThe purpose of this paper is to identify what attention science pays to CSR communication for the process of career orientation and employer decision-making by the critical sought after top talent.Design/methodology/approachThe review is structured as a systematic literature review of the CSR–HRM intersection. In 11 EBSCO online databases one of several "CSR-terms” was combined with one of several "HRM-terms”.FindingsAlthough CSR has long been recognized as a relevant factor for organizational attractiveness (Greening and Turban, 2000) and talent attraction and its importance is reflected in the ongoing "war for talent” (Chambers et al., 1998) in which (prospective) leaders are considered a critical human resource for corporate success (Ansoff, 1965), few contributions are focusing on successfully recruited future leaders/high potentials.Practical implicationsThere is a knowledge gap about the importance of CSR in high potential recruiting, which influences both resource-strong decisions on the company side and the communication behavior of applicants. Companies only know about a general CSR relevance for employees and applicants. Accordingly, no attention-optimized CSR communication can take place. In the highly competitive battle for the attention of high potentials, this leads to undifferentiated communication formats. At the same time, high potentials may not receive the CSR information of interest to them from an employer at the relevant time and therefore cannot present an optimal fit in the cover letters and thus cannot prove themselves as ideal candidates.Originality/valueCSR is not only an obligatory field of communication for companies, but also a special opportunity in recruiting the young value-oriented generations Y and Z. The research on CSR communication in the course of their career decision has not been covered in a review so far, the research situation is thus explicitly addressed for the first time and practical implications for the post COVID-19 employer brand and recruiting communication are addressed.

AI adoption in the hiring process – important criteria and extent of AI adoption

PurposeIn the context of new workplace environment, this study aims to study and generate insights about artificial intelligence (AI) adoption in hiring process of firms. It is very relevant when AI is dramatically reshaping hiring function in the changing scenario.Design/methodology/approachThe objectives are achieved with the help of three studies involving Delphi method to explore the criteria for AI adoption decision. Followed by two multi criteria decision-making techniques, i.e. analytic hierarchy process to identify weights of the criteria and fuzzy technique for order preference by similarity to ideal solution to assess the extent of AI adoption in hiring.FindingsThe findings reveal that information security and return on investment are considered two very important criteria by human resources managers while contemplating the adoption of AI in hiring process. It was found that AI adoption will be suitable at the sourcing and initial screening stages of hiring. And the suitability of the hiring stage where AI can be applied has been found to have changed from before and after the onset of COVID-19 pandemic situation. The findings and its discussion assist and enhance better decisions about AI adoption in hiring processes of firms amid changing scenario – external and internal to a firm.Research limitations/implicationsFindings also highlight research implications for future research studies in this emerging area.Practical implicationsResults act as a starting point for other human resources managers, who are still pondering over the idea of adopting AI in hiring in future.Originality/valueThis paper through a systematic approach contributes by identifying important evaluation criteria influencing AI adoption in firms and extent of its application in the stages of hiring. It makes a substantial contribution to the under-developed yet emerging paradigm of AI based hiring in practice and research.

Online and Offline Mixed Teaching Reform in the Practical Course of Artificial Intelligence and Application

It is necessary to ensure the quality of students' courses, especially practical courses, which is an important part of higher education, and plays a positive role in promoting and popularizing the improvement of innovation and entrepreneurship in the face of the non suspension of classes and schools under the COVID-19. This paper explores the mode of online and offline combined with ideological and political education mixed teaching reform in the course, in order to explore the educational functions and ideological and political elements of the course from the practical contents and objectives from the practical course of artificial intelligence foundation, explore the implementation methods and teaching concepts of ideological and political education in the course, so that students can better master and understand knowledge comprehensively, improve the results of students' ideological and moral education, and explore the reform mode which satisfy the requirements of talent training. © 2022 IEEE.

Talent management in hospitality during the COVID-19 pandemic in Macao: a contingency approach

Purpose: This study aims to examine talent management (TM) in the hospitality industry in Macao during COVID-19. It deploys a contingency theory perspective (Luthans and Stewart, 1977) to illuminate the heightened uncertainties and challenges talent managers faced during the pandemic and the urgent adaptations to TM practices they embraced in response. Design/methodology/approach: Adopting a phenomenological approach, this study analyzed data collected through semi-structured interviews conducted with a representative sample of 20 hotel managers in Macao. Findings: Managers reported four major categories of COVID-19-induced challenges and a corresponding set of contingent TM practices. The four contingent TM practices were found to contribute to the shaping of the next new normal in TM in hospitality and included the following: Contingent TM planning;contingent TM deployment and replacement;talent training and development under contingent arrangements;and changed "talent” attitude and practices in recruitment and retention. Research limitations/implications: The findings are limited to the geographical and industry context of the study. This study should be refined with larger samples. Practical implications: This study provides a useful framework for guiding professionals on how to manage talent during turmoil periods. It also contributes toward understanding the shifting meaning of talent and TM in hospitality. Originality/value: This study demonstrates the applicability of contingency theory in managing hospitality talent during turbulent times, which extends TM knowledge and enriches the contingency theory. The findings also facilitate our understanding on how contingent TM practices create processes that lead in setting the new normal. © 2023, Emerald Publishing Limited.

THE FEDERAL IT CRISIS: ADVOCATING FOR DIGITAL GOVERNANCE AND THE DEVELOPMENT OF A MORE ROBUST FEDERAL GOVERNMENT CYBER WORKFORCE

The COVID-19 pandemic has radically altered the federal government, demonstrating the need for increased attention and resources in combating cybersecurity threats and providing a modern digital government experience to constituents. A severe cyber skills gap within the federal government, coupled with an increasingly aging federal workforce, has left some federal agencies struggling to modernize. This crisis also presents unique opportunities. As the push for a technologically modern federal government grows along with recognition of the importance of federal cybersecurity, a number of possibilities for the modern federal agency have opened up and are on the path to becoming certainties. To take advantage of the opportunities presented by these changes and to best position their respective agencies going forward, Chief Information Officers (CIOs) and agency executives should prioritize solutions to attract, train, and retain a technologically savvy workforce. This requires carving out or seeking funding for different information technology (IT) pay scales to compete with private practice, rebranding the federal government to attract young talent, and centering customer experience in the design and development of new programs, websites, and digital services that serve as the bedrock of IT modernization.