Hinkelmann, Knut
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Success factor focus and attention in study and in the work context - a call for action at institutes of higher education in a more and more digitalized world
Digitization offers new opportunities in the context of students' learning opportunities and strategies, but also risks and challenges. Undisturbed attention is becoming a scarce resource due to multiple opportunities for influence and distraction (e.g., new social media, "attention economy") and is increasingly limiting the learning success of students. "Stolen Focus", low "Attention Span", increased levels of stress and signals of exhaustion and depression in the face of performance and learning demands that tend to remain the same or comparable over the years are signs of an attention crisis and challenge us faculty to actively address this issue in courses. The coming generations (Z etc.) need assistance to regain or improve their self-efficacy in their studies with media literacy, attention, focus and deeper learning. The authors see this situation as a call for action, aiming to improve students' perception (also meta-awareness) and awareness of the impact of the digitalized and accelerated world on their daily routines, learning and working. The ability to work and learn in a focused way is seen and expected by employers as one of the most important competencies of graduates in a recent study. The planned project intends to face this challenge by developing a teaching design with different components, consisting of teaching materials (online/offline), a playbook and a "focus for success diary" and is intended to be applied in a regular Bachelor program, where the authors teach the same course in different locations of the university. Overall, the project should help learners to be better prepared for the demands of the modern world and to be more aware and successful in their learning processes. The social and psychological consequences of digitalization, acceleration and densification will thusbecome an integral part of the training and the solutions developed will offer a contribution in terms of social sustainability in the context of our ESG efforts.
Synchronous hybrid classroom in continuing education – Tackling challenges of exchange and networking
Digitalization is changing work content, jobs, and processes, making lifelong learning and investment in further education increasingly important. At the same time, it opens new opportunities for providers of continuing education programs by digitalizing teaching/learning settings. In a synchronous hybrid classroom, a video conferencing system enables simultaneous on-site and remote participation. Thus, this format offers potential for continuing education through the freedom to choose from where to participate in the class-room. Continuing education participants are often very busy at work and/or with care obligations and could therefore benefit from local flexibility through remote teaching. However, it is the exchange and networking opportunities that many participants expect from continuing education and which have so far usually been realized through face-to-face interaction. The implementation of synchronous hybrid teaching is associated with several challenges. Beside challenges of technological implementation and the demands on technical and didactical skills of the lecturers, there is a risk that the exchange and networking between participants will suffer. This paper develops key research questions regarding the future design of synchronous hybrid classrooms especially for the target group of continuous education participants. Different methods are presented, with which the necessary evidence could ideally be obtained.
From managing diversity to managing opportunity
Companies with path-dependencies on trivial assumptions reach their limits in Society 5.0. Resilient and vital organizations need multiple reservoirs of competencies, i.e. their people’s capabilities. Furthermore, resilient organizations in hypermodernity depend on an ability to respond to rising complexity by enhancing their own inner variety and competencies. Society 5.0 is characterized by a huge amount of diversity and is human-focused. This paper presents a human-centered approach, the Capability Approach, which is conceptualized as a developed approach to Diversity Management. This paper goes beyond the classical diversity discourse, outlining an approach to Managing Opportunities in Society 5.0 that contributes toward the SDGs and Capability Management, introducing the Capability Cycle as a process for managing opportunities for dialogue-orientated communication. An economy designed for people requires a new diversity discourse − because the right to development is an inalienable human right.
From managing diversity to managing opportunity
Companies with path-dependencies on trivial assumptions reach their limits in Society 5.0. Resilient and vital organizations need multiple reservoirs of competencies, i.e .their people’s capabilities. Furthermore, resilient organizations in hypermodernity depend on an ability to respond to rising complexity by enhancing their own inner variety and competencies. Society 5.0 is characterized by a huge amount of diversity, and is human-focused. This paper presents a human-centered approach, the Capability Approach, which is conceptualized as a developed approach to Diversity Management. This paper goes beyond the classical diversity discourse, outlining an approach to Managing Opportunities in Society 5.0 that contributes toward the SDGs and Capability Management, introducing the Capability Cycle as a process for managing opportunities for dialogue-orientated communication. An economy designed for people requires a new diversity discourse − because the right to development is an inalienable human right.
Design parameters of multidimensional reward system based on preference analysis of students of business information systems at the University of Applied Sciences and Arts Northwestern Switzerland
In Switzerland, there is currently a major shortage of skilled workers in many companies and organisations. A particular bottleneck can be seen in the area of IT professions. The lack of qualified employees is a challenge for future education and training and intensifies the current competition for today's necessary and urgently sought talent in the IT sector. In this context, it will be crucial in the future how attractive and individualized compensation systems can be designed for potential employees. Needs-based compensation packages should help to attract and ultimately retain future IT professionals. The aim of this study is to measure the preferences of students of business informatics at the FHNW to analyse which elements of total rewards management are crucial for the choice of a future employer. The results will help companies optimise the total rewards system according to their needs or include those factors that can be expected to provide the best benefits for future employees. Thus, not only the total monetary value, but also the composition of financial and non-financial elements must be included in this overall consideration.The aim is to provide decision-makers in organisations with targeted information that will allow them to design optimal incentive packages to be an attractive employer for students of business informatics or potential employees in the informatics field.
Flexible workforce management. An exploratory study
A flexible workforce is a key competitive advantage to deal with a constantly changing environment, such as order fluctuations and filling knowledge gaps due to a shortage of skilled staff. So far, only few empirical results are available on how companies successfully manage the “Flexible Workforce”. In the present exploratory study, we examine the flexible workforce practice and management in Swiss organisations using a quantitative approach. Data were collected through an online survey, in which 224 HR professionals of Swiss companies took part. The results suggest that organisations engaging in a flexible workforce benefit from outcomes like dealing with peaks in workload, filling knowledge gaps, implementation of new ideas and succession planning. The extent to which companies can benefit from the use of a flexible workforce depends, among other things, on the complexity of the tasks and organisational characteristics such as the culture of trust and the practice of knowledge management.