A VUCA-ready workforce: exploring employee competencies and learning and development implications

Shet, Sateesh V.

doi:10.1108/pr-10-2023-0873

Cited by 5 publications

(5 citation statements)

References 78 publications

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“…As mentioned earlier, the VUCA environment nowadays causes several unexpected changes and difficulties in the employees’ work and living conditions that they have not experienced before. In such an environment, employees’ resilience is needed as their important personal resource (Shet, 2024). This resource is necessary for them to elicit their energy and effort to overcome challenges in their work and lives (Good et al , 2023).…”

Section: Discussionmentioning

confidence: 99%

Mindfulness, resilience and the happiness of service employees working from home

Le,

Mai,

2024

JSM

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Purpose The work-from-home scheme (WFH) is increasingly being adopted in service firms. However, the blurred border between employees’ work and life can create work–life conflict (WLC) that negatively affects their well-being. Therefore, identifying factors that help employees overcome WLC and nurture their well-being is imperative. From a transformative service research (TSR) and personal psychology perspective, this study aims to explore the roles of service employee state of mindfulness and resilience in reducing WLC, alleviating its negative effects and ultimately nurturing their happiness. Design/methodology/approach A structural model was proposed. Data were collected from 339 WFH employees in various knowledge-based services such as professional services, information, education and training, financial consulting and marketing. Direct, indirect, mediating and moderating effects were estimated using the CB-SEM method. Findings Mindfulness is the overarching capability that helps reduce WLC and raise resilience. It nurtures WFH employee happiness not only directly but also via the mediation of resilience and WLC. Resilience, on the other hand, mediates the effect of mindfulness on happiness and moderates the negative impact of WLC on happiness. Practical implications Firms are recommended to organize mindfulness and resilience training programs, and encourage organizational- and job-related facilitators. WFH employees should actively participate in such programs and add them to their to-do-list practices. Originality/value To the best of the authors’ knowledge, this study is among the first empirical studies of employee mindfulness and resilience in the WFH context. It contributes to the TSR research stream and enriches the concepts of mindfulness and resilience by elucidating different mechanisms in which each of these personal qualities operates to help employees nurture happiness in this specific working condition.

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Section: Discussionmentioning

confidence: 99%

Mindfulness, resilience and the happiness of service employees working from home

Le,

Mai,

2024

JSM

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“…VUCA contexts Shet (2024; this issue) develops an employee competency framework that will enhance the value of an employee in a VUCA environment. The author uses a meta-synthesis of the literature to identify 10 competencies that employees should possess including cognitive (conative flexibility, agile mindset and personal ambidexterity); cross-cultural (crosscultural intelligence, closes cultural collaboration); analytical (creativity, complex problem solving); and personal effectiveness (personal resilience, continuous learning and adaptive mindset).…”

Section: Learning and Development Inmentioning

confidence: 99%

“…We argue that the L&D function will play a key role in helping organisations and employees to be effective in VUCA contexts (Sindila et al ., 2023). We propose that to effectively contribute to the functioning of organisations and enhance employee competencies and employability in a VUCA context requires L&D to become externally focused and balance organisational and employee concerns, including developing new employee competence and skill sets (Shet, 2024) to respond effectively to the demands of an environment with increased dynamism and unpredictability (Le et al ., 2024). It is increasingly highlighted that labour markets embody volatility, uncertainty, complexity and ambiguity (Baran and Woznyj, 2020) and that employees and workers must cope with continuous transformations in organisations and the external labour market.…”

Section: Conceptualising Vuca and Its Implications For The Learning A...mentioning

confidence: 99%

“…A fourth area that requires significant investigation is that of competencies and VUCA. In this special issue we have four papers that addressed competency issues, and which are potentially more valuable in a VUCA context (Shet, 2024; Junça Silva and Pinto, 2024; Piwowar-Sulej and Bąk-Grabowska, 2024; Smith and Watkins, 2024). Shet (2024), for example, provides a typology of generic competencies that are a fit with highly dynamic VUCA context, therefore there is scope to empirically investigate the effectiveness of these competency categories and their relative effectiveness.…”

Section: Directions For Future Researchmentioning

confidence: 99%

“…In this special issue we have four papers that addressed competency issues, and which are potentially more valuable in a VUCA context (Shet, 2024; Junça Silva and Pinto, 2024; Piwowar-Sulej and Bąk-Grabowska, 2024; Smith and Watkins, 2024). Shet (2024), for example, provides a typology of generic competencies that are a fit with highly dynamic VUCA context, therefore there is scope to empirically investigate the effectiveness of these competency categories and their relative effectiveness. Piwowar-Sulej and Bąk-Grabowska (2024) have started the debate as to the value of investing in competency development for non-standard categories of employees such as those who work on portfolio and more flexible contracts.…”

Section: Directions For Future Researchmentioning

confidence: 99%

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Learning and development in highly dynamic VUCA contexts: a new framework for the L&D function

Garavan,

Darcy,

Bierema

2024

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PurposeThis article introduces the special issue of Learning and Development in Highly-Dynamic VUCA Contexts. The issue reviews the concept of VUCA (volatility, uncertainty, complexity and ambiguity), highlights its implications for the learning and development function and argues that learning and development play a critical role in helping organisations, people and the societal context in which they operate to work within and navigate VUCA contexts.Design/methodology/approachThe contributions to this special issue propose a novel learning and development framework that will inform L&D as the provision of training, learning and development activities in organisations within highly dynamic VUCA contexts and ensuring a strong external focus including organisational, people, community, economic and societal sustainability.FindingsWe, the authors, propose seven features of a strategic sustainability L&D function and L&D professional role that are a fit with highly dynamic VUCA contexts.Practical implicationsThe proposed framework has important implications for the way in which L&D is structured, its key priorities and plans and the competencies of L&D professionals to add value to all stakeholders. We also emphasise that the work on the L&D function in highly dynamic VUCA contexts needs to be broader and move beyond a performance orientation.Originality/valueThe proposed strategic sustainability role for the L&D function expands theoretically our understanding of how L&D can have impacts at the nexus of the organisation and highly dynamic VUCA contexts, in addition to broadening the constellation of stakeholders that it potentially enhances.

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IT professionals’ post-pandemic online learning: UTAUT model study

Deshmukh,

Mehta

2024

JWL

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Purpose This paper aims to examine employees’ online learning continuation intentions (OLCI), exploring factors such as performance expectancy (PE), effort expectancy (EE), social influence (SI), perceived benefits (PB) and management support (MS) influencing their commitment to online learning engagement. Design/methodology/approach The Unified Theory of Acceptance and Use of Technology (UTAUT) model was expanded to include PB and MS constructs. This study used a quantitative research approach using purposive sampling techniques. Three hundred and eighty-six responses from Indian information technology (IT) professionals at various levels were analysed using Statistical Package for the Social Sciences-Analysis of Moments Structures tool. Findings This study found a strong positive influence of PE, EE, PB and MS on OLCI in the context of post-pandemic. Workplace learning rapidly generates outcomes if employees associate it with their career growth. However, the authors found that SI does not significantly affect OLCI. Originality/value This research is unique work in the area of workplace learning by evaluating the OLCI of IT professionals using the extended UTAUT model in a new normal. Moreover, this study contributes to online learning literature with a combined study of technology usage, continuance intention and organization learning and development.

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A VUCA-ready workforce: exploring employee competencies and learning and development implications

Cited by 5 publications

References 78 publications

Mindfulness, resilience and the happiness of service employees working from home

Mindfulness, resilience and the happiness of service employees working from home

Learning and development in highly dynamic VUCA contexts: a new framework for the L&D function

IT professionals’ post-pandemic online learning: UTAUT model study

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