Agile Workforce: Embracing Digital Evolution

Namita Nath

, Thiruma Valavan A

, Rohit Kumar Rana

and Aastha Bhatia

Teerthanker Mahaveer University, Uttar Pradesh, India

Indian Institute of Banking & Finance, Maharashtra, India

Hyundai E&C, India

Impart Self Service, Delhi, India

Keywords: E-Training, Digital Transformation, Technology, Agility, Resilience.

Abstract: This investigation explores the evolving landscape of labour in the digital era and the imperative for

businesses to adapt their models to remain competitive. The primary objective is to assess the efficacy of E-

training in cultivating employee agility and resilience amidst technological shifts. Employing a survey

methodology, a sample of 802 managers from both public and private sector enterprises in India was examined.

The findings underscore the critical role of providing workers with access to transformative technologies,

particularly digitalization, to enhance their nimbleness and productivity. In an era characterized by rapid

digital advancements, organisations must invest in E-training initiatives to equip their workforce with the

skills necessary to navigate the evolving technological landscape. This study contributes valuable insights

into the importance of leveraging digital tools and training strategies to foster employee adaptability,

ultimately enhancing organisational competitiveness in the digital age.

1 INTRODUCTION

Despite significant advancements in understanding

how individuals adopt new technology, there has

been limited integration of this knowledge into

contemporary thinking, particularly concerning

employee-related aspects that can influence digital

transformation. Existing models predominantly focus

on technology processes and strategies, often

neglecting other crucial factors that impact the

successful adoption and utilization of new

technologies within organizations. This oversight can

lead to gaps in fully understanding the holistic effects

of technology adoption, particularly how it impacts

employees' day-to-day experiences and overall job

satisfaction. Until recently, there has been a scarcity

of frameworks addressing the impact of technology

on employee and work-related outcomes (Trenerry et

al., 2021). This gap highlights the need for more

comprehensive approaches that consider both

technological and human elements in digital

transformation initiatives. Recent developments have

seen the emergence of worker-centric frameworks

designed to assess and enhance Industry 4.0

environments. These frameworks draw inspiration

from earlier models of work-related wellness,

integrating research on technology adoption with

indicators of work-related well-being, such as job

satisfaction and work engagement (Kaasinen et al.,

2018).

By acknowledging that workers' initial perceptions

of new technologies are shaped by factors at

individual, organizational, and environmental levels,

these frameworks provide a more nuanced

understanding of the adoption process. This holistic

approach ensures that both individual and

organizational well-being are considered, facilitating

a smoother transition to digitally transformed

workplaces. The integration of these elements helps

create a more supportive environment where

employees feel valued and engaged, ultimately

contributing to the success of digital transformation

efforts. As businesses navigate digital transformations,

prioritizing employee happiness becomes increasingly

imperative. Workplace resilience and adaptability,

although not extensively studied in connection to

digital transformation, are likely to significantly

impact the outcomes of this process for both

individuals and organizations (Mangalaraj et al.,

2023). Resilient and adaptable employees are better

equipped to handle the challenges and uncertainties

associated with technological changes, leading to

Nath, N., A., T., Rana, R. and Bhatia, A.

Agile Workforce: Embracing Digital Evolution.

DOI: 10.5220/0012988600003882

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 2nd Pamir Transboundary Conference for Sustainable Societies (PAMIR-2 2023), pages 1627-1631

ISBN: 978-989-758-723-8

1627

more positive outcomes in terms of job satisfaction,

engagement, and overall productivity.

Therefore, it is crucial for organizations to

develop strategies that foster these qualities among

their workforce. By doing so, they can not only

enhance the effectiveness of their digital

transformation initiatives but also promote a healthier,

more supportive work environment that benefits both

employees and the organization as a whole.

Figure 1: Flow of digital transformation (Verhoef et al.,

2021).

As technological advancements continue to

accelerate, the demand for qualified workers faces a

corresponding challenge. Companies and

governments alike are grappling with the imperative

to reskill and upskill their workforces. Key attributes

such as critical thinking, analytical prowess, problem-

solving skills, self-management, flexibility, and

resilience are increasingly coveted by employers

(Ghosh et al., 2021). Projections for the future labour

market suggest a widening gap in essential skills,

posing a significant concern for businesses

worldwide (World Economic Forum, 2020).

This study centres on the efficacy of online

training courses designed to enhance workers'

adaptability and resilience in the face of rapidly

evolving technology. It seeks to evaluate the

effectiveness of online training methodologies in

equipping employees with the necessary skills and

knowledge to navigate swiftly changing

technological landscapes. By delving into pertinent

literature, this research aims to inform the

development of tailored e-training programmes that

foster employees' adaptability and resilience in the

digital age, addressing a critical need in contemporary

workforce development strategies.

2 LITERATURE REVIEW

Table 1: E-HRM Practices: Enhancing Efficiency and Performance.

Author Findings

Kumar & Kumar

(2021)

E-training at a hydroelectric plant in Himachal Pradesh improved employee behaviours and resilience,

roving adaptable and cost-effective for modern companies.

Al-Shorman et

al.

(

2021

)

Factors like PEU, CIS, PUS, and TEC significantly influence people's decisions to use e-training, as

evidenced b

a surve

rivate universit

ees.

Milon et al.

(

2022

)

Bangladesh's private sector could benefit from adopting e-HRM practices like e-communication, e-

trainin

, and e-recruitment, identified throu

h a surve

amon

rofessionals.

Oyoru (2023) E-recruitment positively impacts employee performance in Nigerian banks, enhancing service delivery

and HR management efficiency, according to a study on e-HRM practices.

3 RESEARCH METHODOLOGY

A multi-stage random sampling approach was

employed to select a representative sample of

managers from both public and private sector

enterprises in India, spanning lower, medium, and top

management tiers. A total of 1000 questionnaires

were distributed, evenly split between online and

offline modes, resulting in 802 returned

questionnaires and an impressive response rate of

80.2%. The OCTAPACE profile tool was utilized to

construct a learning agility instrument, influenced by

the prevailing organizational culture. E-training

technology was leveraged to assess outcomes post-

measurement of individual and organizational

performance. The refinement of all measurement

tools was undertaken with the input of experienced

practitioners from diverse backgrounds across both

public and private sector domains.

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In summary, the study meticulously selected its

sample, leveraging a robust sampling methodology,

and utilized a blend of online and offline distribution

channels to achieve a commendable response rate. By

incorporating established instruments and refining

them in collaboration with seasoned practitioners, the

study aimed to comprehensively gauge learning

agility and its relationship with organizational culture

and performance outcomes.

4 RESULTS AND ANALYSIS

Data samples were collected from workers of both

genders, with 78.02% being male and 22.08% female,

spanning across different age groups and levels of

experience.

Figure 2: Age of Respondents.

The survey encompassed a diverse range of

respondents, reflecting varying levels of experience

within the workforce. Among the participants, those

with less than two years of experience constituted

17.30%, while those with two to five years made up

19.99%. The distribution continued with cohorts

spanning from six to thirty-plus years, indicating a

balanced representation across career stages. A total

of 96 items were evaluated, categorised into four key

domains: training agility, organisational culture, e-

training technology, and outcome. Each item was

assessed using a Likert-type scale, ranging from 1 to

5, capturing nuanced perceptions across the spectrum

of workplace dynamics.

Drawing upon the OCTAPACE framework by

Ghosh et al. (2021), the survey delved into

dimensions such as staff empathy, support for

innovation, and technological readiness. With 24

items clustered within eight dimensions, the tool

provided a comprehensive lens to gauge

organisational culture. Sample items, such as 'Policies

Facilitate Employee Learning Development' and

'Encouragement for Innovation', exemplify the

nuanced aspects explored. The scale's range, from

'very unhappy' to 'extremely satisfied', facilitated a

nuanced understanding of respondents' attitudes

towards workplace dynamics, offering insights

crucial for organisational development and

improvement initiatives.

Table 2: Cronbach’s Alphas.

Constructs Cronbach’s Alpha

Training Agility 0.975

Organisational Culture 0.993

E- Training technology 0.985

Outcome after analysis 0.941

Figure 3: Cronbach’s Alpha.

The table below illustrates the correlation among the

variables.

Table 3: Correlations among Variables.

Variables 1 2 3

Training Agility 1

Organisational Culture

0.634∗∗

E - Training Technology

0.567∗∗ 0.729∗∗ 0.578∗∗

Outcome

0.565∗∗ 0.656∗∗

∗p < 0.05, ∗∗p < 0.01.

Agile Workforce: Embracing Digital Evolution

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Figure 4: Correlation among variables.

In the dynamic landscape of business, adaptability is

paramount for managers to navigate swiftly changing

environments. A recent investigation delved into the

correlation between learning agility and outcomes,

highlighting its critical role in successful performance.

The study also explored the interplay between culture

and online learning as a mediator between learning

agility and results. The conclusions underscored the

significance of learning agility in accurately

predicting outcomes. Managers with a propensity for

agile learning can effectively steer their companies

towards success by optimizing resources, innovating

new processes, and delivering high-quality products

and services.

Furthermore, the study revealed that managers

with robust learning capacities are more adept at

meeting official performance standards and fulfilling

assigned duties and responsibilities. This aligns with

previous research findings and emphasizes the pivotal

role of learning agility in managerial effectiveness.

Moreover, the investigation identified culture as a

moderator in the relationship between learning agility

and performance, highlighting the importance of

fostering an OCTAPACE culture within

organisations.

In essence, the study recommends nurturing a

culture grounded in openness, trust, pro-action,

autonomy, authenticity, collaboration, confrontation,

and experimentation. Such a culture not only

enhances performance but also facilitates the

manifestation of learning agility in achieving

organisational goals. Additionally, the utilization of

e-training technology emerged as a key mediator

between learning agility and outcomes. The findings

suggest that e-training enhances learning agility and

effectiveness by providing access to diverse online

resources tailored to individual educational needs.

Moreover, individuals proficient in learning

exhibit superior performance when adequately

supported through e-training technologies. This

underscores the potential of e-training to enhance

employee expertise and provide up-to-date

knowledge for efficient job performance. The study's

implications may prompt businesses to integrate e-

training technologies, thereby fostering continuous

employee education and facilitating goal attainment.

Ultimately, the significance of e-learning in the

workplace is underscored, as it not only promotes

ongoing learning but also contributes to enhanced job

performance and organisational success.

5 CONCLUSION

The investigation's findings highlight the positive

impact of online learning technologies on the

performance of agile learners. Consequently,

businesses are shifting their focus towards crafting

strategies that leverage e-training technology.

Employers have a responsibility to ensure easy access

to e-learning platforms and the requisite tools for their

staff. Meeting basic training needs and tailoring

instruction to individual employees' requirements are

also imperative. Managers play a crucial role in

encouraging learners to acquire new skills to adeptly

engage with advancing technology. By facilitating

opportunities for staff to learn and experiment with

newly acquired ideas, managers effectively harness

the potential of e-training technology. Those who

stand to benefit the most from this approach are

workers who exhibit flexibility in their learning

methods.

In essence, the investigation underscores the

pivotal role of e-training technology in enhancing

performance outcomes. This prompts businesses to

adopt a proactive stance towards integrating such

tools into their developmental strategies. Ensuring

accessibility to e-learning resources becomes a

fundamental aspect of employers' obligations,

alongside meeting diverse training needs and

fostering a culture of continuous learning. Through

proactive guidance and support, managers can

empower employees to embrace evolving

technologies effectively. By embracing e-training

solutions, organisations pave the way for flexible

learners and workers to thrive in an increasingly

dynamic digital landscape.

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