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Personalized and Explainable Employee Training Course Recommendations: A Bayesian Variational Approach

As a major component of strategic talent management, learning and development (L&D) aims at improving the individual and organization performances through planning tailored training for employees to increase and improve their skills and knowledge. While many companies have developed the learning management systems (LMSs) for facilitating the online training of employees, a long-standing important issue is how to achieve personalized training recommendations with the consideration of their needs for future career development. To this end, in this article, we present a focused study on the explainable personalized online course recommender system for enhancing employee training and development. Specifically, we first propose a novel end-to-end hierarchical framework, namely Demand-aware Collaborative Bayesian Variational Network (DCBVN), to jointly model both the employees’ current competencies and their career development preferences in an explainable way. In DCBVN, we first extract the latent interpretable representations of the employees’ competencies from their skill profiles with autoencoding variational inference based topic modeling. Then, we develop an effective demand recognition mechanism for learning the personal demands of career development for employees. In particular, all the above processes are integrated into a unified Bayesian inference view for obtaining both accurate and explainable recommendations. Furthermore, for handling the employees with sparse or missing skill profiles, we develop an improved version of DCBVN, called the Demand-aware Collaborative Competency Attentive Network (DCCAN) framework , by considering the connectivity among employees. In DCCAN, we first build two employee competency graphs from learning and working aspects. Then, we design a graph-attentive network and a multi-head integration mechanism to infer one’s competency information from her neighborhood employees. Finally, we can generate explainable recommendation results based on the competency representations. Extensive experimental results on real-world data clearly demonstrate the effectiveness and the interpretability of both of our frameworks, as well as their robustness on sparse and cold-start scenarios.

Multilingual Offensive Language Identification for Low-resource Languages

Offensive content is pervasive in social media and a reason for concern to companies and government organizations. Several studies have been recently published investigating methods to detect the various forms of such content (e.g., hate speech, cyberbullying, and cyberaggression). The clear majority of these studies deal with English partially because most annotated datasets available contain English data. In this article, we take advantage of available English datasets by applying cross-lingual contextual word embeddings and transfer learning to make predictions in low-resource languages. We project predictions on comparable data in Arabic, Bengali, Danish, Greek, Hindi, Spanish, and Turkish. We report results of 0.8415 F1 macro for Bengali in TRAC-2 shared task [23], 0.8532 F1 macro for Danish and 0.8701 F1 macro for Greek in OffensEval 2020 [58], 0.8568 F1 macro for Hindi in HASOC 2019 shared task [27], and 0.7513 F1 macro for Spanish in in SemEval-2019 Task 5 (HatEval) [7], showing that our approach compares favorably to the best systems submitted to recent shared tasks on these three languages. Additionally, we report competitive performance on Arabic and Turkish using the training and development sets of OffensEval 2020 shared task. The results for all languages confirm the robustness of cross-lingual contextual embeddings and transfer learning for this task.

Integration of Medication Safety Training and Development of a Culture of Safety in Pharmacy Education

Medication safety events with the potential for patient harm do occur in health care settings. Pharmacists are regularly tasked with utilizing their medication knowledge to optimize the medication use process and reduce the likelihood of error. To prepare for these responsibilities in professional practice, it is important to introduce patient safety principles during educational experiences. The Accreditation Council for Pharmacy Education (ACPE) and the American Society of Health-System Pharmacists (ASHP) have set forth accreditation standards focused on the management of medication use processes to ensure these competencies during pharmacy didactic learning and postgraduate training. The experience described here provides perspective on educational and experiential opportunities across the continuum of pharmacy education, with a focus on a relationship between a college of pharmacy and healthcare system. Various activities, including discussions, medication event reviews, audits, and continuous quality improvement efforts, have provided the experiences to achieve standards for these pharmacy learners. These activities support a culture of safety from early training.

Training and development of public university academics in Nigeria and sustainable development goals (SDGs)

Young talent management.

The need for effective management of young talents is due to the modern conditions of globalization of the economy, the impetus for the development of which is the intellectualization of business processes, the use of advanced technologies, and the disclosure of the multipotential of employees of organizations. Talented employees are an important asset for solving business problems of companies, as well as a resource, the development of which must be planned. The aim of the study is to analyze modern practical approaches to managing young promising employees. The importance and significance of the development of soft skills (soft skills), such as critical thinking, analysis, problem solving and communication, was noted. The article discusses the concept of talent management: planning, selection, introduction to work, performance management, training and development, compensation, analysis of critical skills. Attention is focused on the connection between training and the implementation of assigned tasks, development of potential and strengths of each employee.

Accounting firms’ talent management practices: perceived importance and its impact on auditors’ performance

Purpose Prior literature on talent management (TM) in the audit setting has suggested several practices that may affect auditors’ performance. However, the study is limited in terms of a measurable set of comprehensive constructs of TM in the audit setting, as well as the impact of comprehensive TM constructs on auditors’ performance. Thus, the purpose of this study is to examine TM practices perceived to be important by auditors for auditors’ performance. Design/methodology/approach Data were obtained from 307 survey questionnaires received from auditors of large- as well as small- and medium-sized firms. Findings The study respondents perceived TM attributes related to supervision and review practices as the most vital for auditors’ performance. This category was followed by attributes related to ethics management practices along with training and development. The findings reveal that respondents generally perceived lower significance for attributes pertaining to work–life balance (WLB) and establishing a TM policy for auditors’ performance. While both top management and staff members of audit firms regarded WLB and establishing a TM policy to be of lower significance, top management placed greater importance on attributes related to ethics management, while staff perceived training and development attributes to be more critical. Originality/value This study examined a comprehensive set of TM practices (establishing a TM policy, recruitment, ethics management, training and development, supervision and review, remuneration, WLB and succession planning) and assessed the perceptions of audit practitioners on the significance of these practices on auditors’ performance.

Manpower Training and Development in Nigeria Public Organisations: A Study of Abia State Civil Service.

Manpower training and development is essential to the success and productivity of every organization.  Although technology and the internet have enabled global collaboration and competition, employees are still the organization’s competitive advantage.  Manpower training and development enables employees to develop skills and competence necessary to enhance bottom-line results for their organizations.

High-performance work practices lecturers’ performance connection: Does working condition matter?

Poor performance of lecturers in Nigerian Polytechnics warrants independent research on lecturers’ job performance, given that the poor performance has seriously affected educational development in the country. Substantial evidence from the extant literature has highlighted that high-performance work practices are significant predictors and drivers of enhanced performance. Also, the functionality of high-performance work practices is context-dependent. Therefore, the current study investigates the effect of high-performance work practices (recruitment and selection, training and development, and employee involvement) on lecturers’ performance in the context of Nigerian polytechnics. It also examines the moderating role of working conditions in the high-performance work practices’ relationship with lecturers’ performance. Data were obtained from 539 academics in the North-west Nigerian polytechnics. The overall findings indicate that training and development and employee involvement are significant predictors of enhanced lecturers’ performance, and working condition strengthens the recruitment and selection–performance connection and employee involvement–performance relationship. This implies that the link between HR practices and enhanced performance could be affected by the environment within which organizations operate. The present study focused mainly on teaching staff from the polytechnics located in the north-central geopolitical zone of Nigeria. Thus, other geopolitical zones and non-teaching staff from various polytechnics could be studied further by future studies.

Impact of Training & Development and Career Planning on Employee Involvement

The purpose of this research is to investigate the impact of training and development as well as career planning in Nepalese service sector organizations. Data for this study were gathered from service organizations such as banks, insurance companies, telecommunications companies, hospitals, and colleges. In total, 502 questionnaires were distributed, and 82.97 percent of the copies that were filled out and returned were used in the study. Descriptive statistics, correlation, and multiple regression were used to analyze the data. Organizational training and development and career planning, according to the study's findings, have a significant impact on employee involvement in their jobs and performance. As a result, Nepalese service sector organizations must make provisions of the budget for additional employee training and development programs. Similarly, it is necessary to provide employees with career development opportunities so that they can stay with the company for an extended period.

Training and development in sport officials: A systematic review

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The Current State of Research on Training Effectiveness

• First Online: 30 July 2020

Cite this chapter

• Thomas N. Garavan 11 ,
• Fergal O’Brien 12 ,
• James Duggan 13 ,
• Claire Gubbins 14 ,
• Yanqing Lai 15 ,
• Ronan Carbery 16 ,
• Sinead Heneghan 17 ,
• Ronnie Lannon 18 ,
• Maura Sheehan 19 &
• Kirsteen Grant 20  

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4 Citations

This chapter addresses the current state of research on training effectiveness in organisations. It summarises the key findings on what we know about training effectiveness, the research emphasis given to different components of the model, and how research informs the ways in which organisations should approach learning and development to maximise effectiveness. The chapter highlights the role of training needs analysis, the types of attendance policies that should be used, the most effective design of training delivery to maximise effectiveness, the relative effectiveness of training methods, the organisation of training content, the importance of learning or training transfer, and the types of outcomes that are derived from learning and development.

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Garavan, T.N. et al. (2020). The Current State of Research on Training Effectiveness. In: Learning and Development Effectiveness in Organisations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-48900-7_5

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100 years of training and development research: What we know and where we should go

Affiliations.

• 1 Human Resource Studies Department, ILR School, Cornell University.
• 2 The Group for Organizational Effectiveness (gOE).
• 3 Department of Psychology, Michigan State University.
• 4 Department of Management and Human Resources, Fisher College of Business, Ohio State University.
• 5 Department of Psychology, Colorado State University.
• PMID: 28125262
• DOI: 10.1037/apl0000142

Training and development research has a long tradition within applied psychology dating back to the early 1900s. Over the years, not only has interest in the topic grown but there have been dramatic changes in both the science and practice of training and development. In the current article, we examine the evolution of training and development research using articles published in the Journal of Applied Psychology ( JAP ) as a primary lens to analyze what we have learned and to identify where future research is needed. We begin by reviewing the timeline of training and development research in JAP from 1918 to the present in order to elucidate the critical trends and advances that define each decade. These trends include the emergence of more theory-driven training research, greater consideration of the role of the trainee and training context, examination of learning that occurs outside the classroom, and understanding training's impact across different levels of analysis. We then examine in greater detail the evolution of 4 key research themes: training criteria, trainee characteristics, training design and delivery, and the training context. In each area, we describe how the focus of research has shifted over time and highlight important developments. We conclude by offering several ideas for future training and development research. (PsycINFO Database Record

(c) 2017 APA, all rights reserved).

Publication types

• Historical Article
• Behavioral Research / history
• Behavioral Research / methods*
• History, 20th Century
• History, 21st Century
• Psychology, Applied / history
• Psychology, Applied / methods*
• Staff Development / history
• Staff Development / methods*

Training and development programs typically involve educational activities that advance a worker’s knowledge and instill greater motivation to enhance job performance. These initiatives help employees learn and acquire new skill sets, as well as gain the professional knowledge that is required to progress their careers.

Training programs can be created independently or with a learning administration system, with the goal of employee long-term development. Common training practices include orientations, classroom lectures, case studies, role playing, simulations and computer-based training, including e-learning.

Sometimes referred to as Human Resource Development (HRD), most employee training and development efforts are driven by an organization’s HRD function. These efforts are roughly divided into two types of programs:

Employee Training and Development A strategic tool for improving business outcomes by implementing internal educational programs that advance employee growth and retention.

Management Training and Development The practice of growing employees into managers and managers into effective leaders by the ongoing enhancement of certain knowledge, skills, and abilities.

Find out how HR leaders are leading the way and applying AI to drive HR and talent transformation.

Register for insights on SAP

Successful businesses understand that it’s more beneficial and cost-effective to develop their existing employees instead of seeking out new talent.

The top ten benefits of employee training and development programs include:

• Increased productivity : When employees stay current with new procedures and technologies, they can increase their overall output.
• Reduced micromanagement : If workers feel empowered to perform a task, they typically require less oversight and work more independently. 1
• Train future leaders : Organizations must have a solid pipeline of well-trained and innovative potential leaders to grow and adapt over time.
• Increased job satisfaction and retention : Well-trained employees gain confidence in their abilities, leading to greater job satisfaction, a reduction in absenteeism and overall employee retention.
• Attract highly skilled employees : Top recruits are attracted to firms with an identifiable career path based on consistent training and development.  
• Increased consistency : Well-organized training ensures that tasks are performed uniformly, resulting in tight quality control that end users can trust.
• Increased camaraderie : Training and development helps create a sense of teamwork and collaboration.
• Bolstered safety : Continuous training and development helps ensure that employees have the knowledge and skills to perform a task safely.
• Ability to cross-train : Providing consistent training creates a knowledgeable team overall where employees can help train or assist each other as needed.
• Added innovation : Consistently trained employees can help develop new strategies and products, contributing to the company’s bottom line and continued success.

The corporate marketplace is quickly changing, and businesses must be flexible and easily adapt to change. Technology is one of the key drivers in this rapid change, with automation and artificial intelligence (AI) in the forefront.

Here are four key trends impacting how organizations must rethink training and development.

Today’s corporations have discovered that it’s no longer just about what employees need to know, but also when, where and how the development experience enables performance. With the advancements in mobile technology , companies are relying more on mobile workforces . Training is migrating to mobile devices where apps provide “just-in-time” information and recommendations to workers across industries.

AI systems can process unstructured information in a similar way to humans. These systems understand language patterns and sensory inputs including text, pictures, and auditory cues. AI-based software can customize how training content is delivered to a learner, based on their learning style, suggest content based on a learner’s past performance and predict what information is most important for them to learn next.

Agile learning is a process that encourages employees to learn by doing and iterate often, inspiring organizational change and buy-in. For example, IBM® has introduced  IBM Garage™ , a tool for executing, scaling, and managing an organization’s multiple transformation initiatives. Companies like Ford Motor Company and Travelport are using IBM Garages around the world to create cultures of open collaboration and continuous learning. learning. https://www.ibm.com/garage

While distance learning has been around for a long time, the COVID-19 pandemic has underscored the need for companies to have resilient, flexible, mobile workforce management. Organizations have learned that remote workforces need to be productive, engaged, and continually working toward learning and improvement.

Recent articles and industry surveys suggest that much corporate training may be ineffective. Most training won’t be fully retained by learners. Businesses must build a culture of ongoing self-directed, self-motivated learning with focused distance learning programs and mobile "just-in-time" training.

Organizations also must rethink the larger framework of what skills will be needed in the near future. A  recent meta-level IBM study  predicts that more than 120 million workers in the world’s twelve largest economies may need to be retrained in the next three years because of AI-enabled automation.

Several insights from the study include:

• Skilled humans fuel the global economy: Digital skills remain vital, but soft skills have become more important.
• Skills availability and quality are in jeopardy: The half-life of skills continues to shrink, while the time it takes to close a skills gap has ballooned, forcing organizations to find ways to stay ahead of skills relevancy.
• Intelligent automation is an economic game changer: Millions of workers will likely require retraining and learning new skills, and most companies and countries are ill-prepared for the task.
• Organizational cultures are shifting: The digital era has introduced the need for a new business model, new ways of working and a flexible culture that fosters the development of critical new skills.

The study concludes that traditional hiring and training are no longer as effective, and that different strategies and tactics can have a strong impact on closing the skills gap. Several strategies and tactics include:

• Make it personal: Tailor career skills, and learning development experience uniquely to your employees' goals and interests.
• Improve transparency: Place skills at the center of the training strategy and aim for deep visibility into the skills position across the organization.
• Look inside and out: Adopt an open technology architecture and a set of partners able to take advantage of the latest advancements.

Enhance employee engagement and productivity, reskill your workforce faster, and reimagine ways of working to become an adaptive, skills-based, and AI-powered organization.

Maintaining a competitive edge in a dynamic economy demands faster innovation. Your challenge is having the right people with the right skills and tools to drive digital transformation.

The IBM training and certifications offer you the ability to earn credentials to demonstrate your expertise. It is designed to validate your skills and capability to perform role-related tasks and activities at a specified level of competence.

With recent market changes and disruptions, organizations need a workforce with digital skills and innovative processes to respond to both customers’ and employees’ evolving needs.

Key areas of focus will ensure that your workforce is empowered to be productive today, while strengthening your business resiliency strategy to aid in re-entry to the new normal.

The enormous opportunities and benefits artificial intelligence can bring to an organization require skills development programs designed to ensure consistency and intentional outcomes.

Discover a new approach to training and development based on partnership networks, user experiences and emerging technologies.

Find out how to close the skills gap with a modern three-pronged workforce strategy to quickly reskill an organization’s workforce.

Discover how training and development fits into the larger scope of next-generation enterprise transformation.

IBM HR and talent transformation consulting partners work with our clients to address each company's unique talent goals and challenges, dig deep to understand their workforce realities and create strategies that unlock new levels of performance inside their business. Together, we reimagine HR with AI at the core.

1 The 6 key secrets to increasing empowerment in your team  (link resides outside ibm.com). Joe Folkman. Forbes article. March 2017. 

9 Learning and Development Trends for 2024 and in the Future for the Training Industry

The training industry is continually evolving and developing and is shaped by a variety of factors. So, what are the latest training and development trends for 2024? Let’s take a look.

Page Contents

1. An Increase in Hybrid & Mixed Training

Many employees are working from home these days and teams are increasingly becoming interspread geographically.

One of the results of this hybrid mix of working and learning has led to more training taking place BOTH online and in a classroom at the SAME time.

We are seeing training whereby the trainer is in the training room with some of the participants and with the others visible via video screen, with these online attendees situated anywhere globally and logging in online – whilst doing the training together with those in the physical classroom.

In the past, it was normally one or the other, i.e. either classroom-based, or it was online. It is getting easier now though to combine the two in real-time.

Training activities and ice-breakers are still possible and these training sessions can work well.

One could get the classroom-based participants to simply also log online and then you do the training all online.

What I like about mixed training though is that you can accommodate both together as some participants prefer to be physically in the same space as others to meet and work alongside colleagues socially.

2. A Continuing Increase in Training Employees Online

The ability for companies to hire employees to work online and virtually means that an increasing number of employees are working from a distance.

This combined with the increasing familiarity with using software such as Zoom and MS Teams (since the pandemic) has also meant that we are much more familiar with online meeting software than ever before.

Companies have begun to realize that employing staff from anywhere in the world and allowing existing staff to WFA, is workable and is practical.

With staff working virtually and often globally, workplace training will match this trend.

With the increasing demand to WFA (Work From Anywhere) and with the realisation that staff can be trusted to work away from the main business location, hiring globally and finding the right employee for a given role is becoming easier. As a result, we are seeing an increase in what are known as ‘ Distributed Teams ‘ and with this, we are seeing an increasing trend for the need for real-time tutor-led online workplace training for work teams. Dr Valeria Lo Iacono

is workable and is practical.

With the increasing demand to WFA (Work From Anywhere) and with the realisation that staff can be trusted to work away from the main business location, hiring globally and finding the right employee for a given role is becoming easier. As a result, we are seeing an increase in what are known as ‘ Distributed Teams ‘ and with this, we are seeing an increasing trend for the need for real-time tutor-led online workplace training for work teams. Dr Valeria Lo Iacono

3. A Continuing Trend for EDI (Equality, Diversity and Inclusion) Training

Many companies are aware these days of the need to integrate EDI Training (Equality, Diversity, and Inclusion) into the company strategy both for legal and ethical reasons.

Legally speaking, we have a duty of care to look after employees whilst ethically, it is simply the right and fair thing to do. We need to treat staff fairly, equally, and well.

In the EDI area, we see a continuing upward trend for the need and demand for training in topics such as:

• Inclusion and Inclusive Leadership
• Psychological Safety at Work
• Managing generational diversity at work

EDI training is a long-term trend that we expect to see continue throughout the coming years.

One thing we have seen though is that there is a gap for employees in their understanding of EDI. Whilst some employees and managers are very aware and very knowledgeable about what EDI means and what they can do to improve equality, diversity, and inclusion in the workplace, many other employees (including managers) have little or no understanding of EDI at all.

We’ve designed an Introducing EDI (Equality, Diversity & Inclusion) to Employees training materials pack to begin to address this.

4. A Move Towards Customized Bespoke Training for Employees

Expect also to see a growing demand for personalized online learning.

Online learning provides us with a vast range of options in terms of training and development, that we can provide employees with.

Furthermore, online training makes it easier to create micro-learning units that can be put together to create bespoke learning.

So, for example, instead of one specific training program that a manager can study online as e-learning, it is becoming easier to take individual lessons and to create a custom training package for the manager being trained.

Furthermore, where this online training is tutor-led, rather than relying on a trainer who lives locally, it becomes more possible to hire someone with deeper expertise in the training topic area even if the trainer lives thousands of miles away as they can teach online.

The term Blended Learning will be a term you will hear more and more as training and development becomes a combination of online learning combined with classroom training (in-person training).

5. Continuing Focus on Employee well-being in Company Training and Development

Similar to EDI (Equality, Diversity, and Inclusion) training, wellness and well-being is an area that continues to trend and gather importance and we do not see this slowing down at all in the coming years.

Healthy employees mean happier and also more productive staff.

Happier staff have proven in studies to stay in their job longer, have a better working relationship with colleagues, and work more efficiently.

With this in mind, whether providing wellness training to staff because you care about them or because you see the long-term benefits as a business, it is an area we’d certainly recommend considering.

Do consider also though that we do have a duty of care for our staff, particularly when it comes to wellness and mental well-being.

These topics are particularly useful and continue to gain in popularity:

• Stress management – there are techniques and ways in which we can train.
• Introduction to Mindfulness – whether for teaching employees or other groups.
• Mindfulness for Busy People – can also be useful as workplace training.

6. Trend Towards Solving the 1st Time Manager Training Gap

One significant skills gap that still exists in so many companies, from our experience, is the lack of training for first-time managers and new managers.

From our own research, we have found that more than 55% of new managers fail in their role as a new manager and it is not hard to see why.

So many new and first-time managers have risen through the ranks of a business to then be promoted to a management role and for this reason, they have never been trained in essential management skills such as:

• Inclusive Leadership skills – are essential to ensure that the people you manage are fairly treated.
• Managing Difficult People skills – as a manager, there will inevitably be situations when awkward situations need to be dealt with and there are techniques to manage these situations.
• Topics such as Managing the Return to Work Process – can also be invaluable for understanding and learning effective methods for people management.

So many companies fail to provide new and first-time managers with the essential skills and training that they really need.

In terms of trends, this is changing as greater awareness of the first-time manager skills gap is becoming better understood.

7. Training Trend to Help Managers Manage Virtual Teams and Employees

With so many workplaces now involving distributed teams (as discussed in point one), there is an increasing need to provide training to develop leadership skills to manage virtual teams

We are seeing a definite increase in the demand for team leaders, managers, and supervisors to manage staff on an everyday basis as staff WFA (Work From Anywhere) and WFH (Work from Home).

8. Teaching Managers Menopause Awareness

The word menopause is one that is becoming spoken more openly about these days and a trend we are also seeing in training and development in awareness training on this topic, to help better inform managers.

Whilst the initial thought by many is that menopause awareness training would be aimed at the female workforce, such training is taking place for all employees although particularly for managers and team leaders.

It is male managers who often lack understanding on the issues surrounding menopause, the same male managers who manage staff absence and staff well-being.

The use of menopause awareness training is a non-medical way of bringing awareness to the general effects of menopause on women. This is a training area that is gradually increasing in popularity as staff well-being is taken more seriously.

9. Mentoring Skills Becoming Popular Again

You might have read our posts on coaching vs mentoring and tips, reverse mentoring , and on building rapport when mentoring ?

Mentoring is once again, from what we have seen in recent months, becoming a trend again, as companies go full circle and re-appreciate the benefits of sharing skills in-house. The benefits include:

• Less training cost expense as skills are shared between staff
• Improved teamwork and improving communication between colleagues as they work more together
• More respect is built as colleagues appreciate the skills others have
• Greater confidence as colleagues get the chance to share their skills and knowledge
• Greater networking taking place as a result of these new connections through mentoring

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Research topics for training

Biodiversity and crop improvement.

ICARDA works through various sub-themes focused on enhancing agricultural productivity, production stability, and nutritional quality through high-yielding and stress-tolerant varieties. Following an integrated approach, the program uses conventional, molecular and participatory approaches across multiple locations and evaluations in collaboration with National Agricultural Research Systems, producing outputs that contribute to poverty alleviation and food security.

Training courses address:

• Best practices for handling genetic resources and gene bank management.
• Classic and molecular approaches in wheat breeding.
• Food legume breeding.
• Wheat variety maintenance and quality seed production.
• Advanced biometrical techniques in crop improvement.
• Integrated pest management of cereals and legumes.
• Variety maintenance and small-scale seed enterprise development and management.

Michael Baum : m.baum[at]cgiar.org

Water, land, and ecosystems

ICARDA focuses on improved rainwater harvesting in dry areas. Another focus is supplemental irrigation, providing small quantities of water at crucial growth stages to supplement rainfall. ICARDA researchers study yield and water productivity in different crops at different levels of supplemental irrigation. The results help farmers make more informed decisions about irrigation. Enhancing the capacity of NARS to manage water and land resources efficiently is a priority for ICARDA, and we provide NARS with targeted training on all water management issues.

• Water-use efficiency
• Drought management
• Supplemental irrigation
• Water harvesting
• Efficient irrigation systems
• Sustainable land management.

Vinay Nangia : v.nangia[at]cgiar.org

Diversification and sustainable intensification of production systems

ICARDA strives to achieve sustainable intensification of market-oriented dryland farming systems, as well as diversification of farming systems with different crop, livestock, and horticultural options. We also aim to reverse increasing rates of degradation and desertification of rangelands by adopting an innovative, participatory, and multi-dimensional approach that includes all stakeholders.

• Rangeland monitoring and assessment
• Biodiversity characterization and conservation
• Rehabilitation potential and methods
• Improved grazing management
• Institutional arrangements and policy options
• Assessing and improving ecosystem services.

Mounir Louhaichi : m.louhaichi[at]cgiar.org

Social, Economic and Policy Research

ICARDA emphasizes research-for-development that addresses poverty eradication and higher income-generating agricultural activities across a wide range of fields in dry and marginal areas.

Training courses address: 

• Adoption and impact assessments
• Agricultural marketing
• Agricultural policy analysis
• Environmental governance
• Socio-economics of natural resources management
• Bio-economic modeling.

Contact Person:

Boubaker Dhehibi : B.Dhehibi[at]cgiar.org

Geoinformatics

Remote Sensing and GIS Application courses provide an overview of theories, applications, and practices related to modern geospatial information technologies, including Remote Sensing, Geographic Information Systems, Ground Truth Data and Geospatial Modeling. The courses include lectures, discussions, and interactive and hands-on computer exercises.

Contact person:

Chandra Biradar : c.biradar[at]cgiar.org

This course provides knowledge on statistical concepts and methodologies for designing field experiments and biometrical techniques that are applied in agricultural research and the use of Genstat software. It provides an opportunity for researchers to carry out statistical analysis of their data and prepare a draft research manuscript for publication.

• Design and analysis of variety trials
• Design and analysis of agronomic field trials
• Introduction to Genstat
• Introduction to ICARDA’s Online Bio-computing facility
• Identification of statistical approaches
• Preparation of a draft manuscript for publication in an International journal
• Use of statistical programs coded in Genstat software.

Khaled Al-Sham'aa : k.el-shamaa[at]cgiar.org

Gender and Youth

Gender-responsive research means responding through research and activities to the needs and demands, constraints, and opportunities of both men and women alike. It also means explicitly targeting gender inequality so that it is not reproduced through project activities. This course offers operational definitions on gender for development in rural areas and illustrates how class and age interact with gender in complex ways. Specific research and development project examples will be provided from different contexts. The course is interactive and professionals will learn how to integrate gender into their own projects and everyday work.

Dina Najjar: d.najjar[at]cgiar.org

Project management cycle

This course helps participants build a solid foundation of project management knowledge, techniques, and tools that cover the entire project life cycle. Participants can learn and practice the critical tools and techniques that have been proven necessary for project management success - from writing a call for proposals to implementation and reporting. In lectures, discussions and exercises, you’ll cover the essential aspect of managing projects. This course is specifically designed to focus on the practical application of concepts. You’ll return to work with the knowledge and tools you need to get your projects started right and completed successfully.

Tareq Bremer:  t.bremer[at]cgiar.org

Institutional and Organization Strengthening

This training course provides a practical, hands-on set of directions for those responsible for initiating, designing, managing, and facilitating the process of institutional and organizational analysis. It may be useful to analysts, designers, implementers, and evaluators of development programs, from government as well as private and civil society sectors; as well as those interested in practical tools and approaches to guide analysis and the design of interventions to strengthen organizations and reduce rural poverty.

Institutional strengthening relates to the mental models we use to interpret our lives and the social and natural world in which we live. It encompasses elements that include our individual beliefs and values; the overall cultural values and beliefs within which we live; the social norms that define, restrict and explain our lives; and frameworks of scientific understanding and research.

Charles Kleinermann: c.kleinermann[at]cgiar.org

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In order to provide  extensive guidance, infrastructure, and support in pursuit of its research mission,   research@BSPH  employs three core areas: strategy and development, implementation and impact, and integrity and oversight. Our exceptional research teams comprised of faculty, postdoctoral fellows, students, and committed staff are united in our collaborative, collegial, and entrepreneurial approach to problem solving. T he Bloomberg School ensures that our research is accomplished according to the highest ethical standards and complies with all regulatory requirements. In addition to our institutional review board (IRB) which provides oversight for human subjects research, basic science studies employee techniques to ensure the reproducibility of research. 

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Top 10 topics for employee training and development

Training your employees is a rewarding and challenging task. You might even think you don’t know where to get started or that you don’t have the expertise required to set up a training. We beg to differ. You shouldn’t view picking employee training topics as difficult. We will walk you through the process.

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How to generate topics for your employee training, create excitement on boring employee training topics, how to set up your training - next steps, easy lms makes your training topics shine.

Trained employees are happier, stay in their jobs longer, and produce more than employees who are not trained. But if you are new to the process, finding employee training and development topics might seem daunting. It takes a lot of money and time, there are various topics to cover, and you don’t know how to start. Not anymore! With our help, you can easily get started with your employee training and development program.

First things first, depending on your organization’s primary activity, you need to train for technical skills and soft skills. You need to identify your company’s main activity and the main job roles involved in getting that activity done. Which skills do these roles require?

You may need to get some help from seasoned employees to put together training material that teaches those skills. Ask each department for input or to come up with content themselves.

Also, you can consider which departments in your company need the most urgent training. Aside from the critical technical skills mentioned above, you may consider starting with the employees that are the face of the company, such as the customer support representatives and salespeople. Having them trained will increase your client’s satisfaction with your brand immediately. Then, you can move forward with training other parts of your organization.

Here are a few ideas on training topics and methods you can use for your employee training and development [ 1 ].

Technical skills. What are the skills needed to perform a particular job in your company? Getting them trained on those skills and assessing their knowledge with tests can improve the quality of your products and services.

Customer service. Most companies have to deal with customers regularly. Training employees in customer service teaches them how to provide customers with a great experience, deal with angry customers, and say “no” when nec essary . This training will make your employees more confident and prepared to deal with different scenarios.

Sales. You can help your salespeople achieve more by teaching them how to engage the clients in conversations, follow up with clients, and pick the right moment to offer a discount or an additional product. Sales training can help your employees sell more and provide your customers with a great onboarding experience.

Communication. Employees must understand how to communicate well with colleagues and clients. For that, you can teach some best practices: how to write an email, the correct tone of voice to approach a client, how to answer the phone, or how to handle disagreements with colleagues in a constructive manner.

Ethics. Ethics training can help shape your company culture positively and maintain a good reputation for years to come. It’s important to communicate what constitutes ethical behavior and what kind of behavior violates the ethical code. Developing the moral intuitions of your employees helps them deal with potential problems.

Safety. Safety training provides the knowledge necessary for employees to do their jobs safely. They may get some onboarding training on that matter. Still, it’s important to remind them regularly.

Industry rules and regulations. Yes, it can be boring, but it's necessary. This employee training topic is usually part of mandatory or compliance training . It’s essential to learn and abide by the rules to avoid fines, and lay the groundwork for a partial or complete defense of the company in the event that employee wrongdoing occurs despite the organization's training efforts.

Workplace harassment. No one likes to work in an environment where psychological and sexual harassment is tolerated . In many places, that is also illegal [ 2 ]. Help your employees easily identify these situations by giving them important information on this topic. It is also crucial to explain which steps employees can take if they suffered or witnessed harassment in the workplace.

Equality and diversity. This training topic facilitates positive intergroup interaction and reduces prejudice and discrimination in the workplace [ 3 ]. Having a diverse team gives your company a good reputation. According to research, it also pays off, considering that diverse teams outperform non-diverse teams [ 4 ].

Personal development. Employees want to know how much they can achieve in their professional lives, and personal development training can help. From personality tests to coaching sessions, this type of training helps your employees stay motivated and fulfill their full potential.

It’s not news that employee training can be boring, especially when it comes to compliance (mandatory) training on topics related to rules and regulations. But it all depends on how you set up your training. Here’s how you can make any topic of your employee training and development program more engaging:

• Add videos, images, audio files, and presentations with visual effects. You can create videos and take your own photos, but you might not have the time or budget for this. In that case, there are thousands of free videos and images available on the internet that can make your training material more fun. After all, adults are not that different from children when it comes to a preference for content that is visually appealing.
• Let them take the training from their smartphone when they have time. Make your employees even happier by allowing them to learn from their smartphones when they have time. To keep some control over that, you can assign them tasks to complete by a certain date. You can also give them some time off or give them a bonus for learning in their spare time.
• Show them their progress. Make your employees feel proud by showing them their test results and giving them certificates after completing a course. You can also create fun quizzes with a ranking, to spark some competition between colleagues.

After you decide on the topics to cover with your employee training, you can put everything together in the training material. Get feedback from the professionals who provided you the information to get your work fact-checked and quality-checked.

Once your training material is approved, you can set up a focus group and deliver the training. After a certain period, you can monitor them to check whether it has improved their job performance and job satisfaction. You may also give them tests to see if they improved their knowledge about what they learned.

Positive results will give you the green light to expand your training to more departments and eventually the whole company!

Setting up your employee training and development on a variety of topics is easier with Easy LMS. Why? Well, to start, it’s much more affordable compared to other employee training methods . But here are additional reasons to consider it:

• Flexible. Your participants can learn whenever and wherever they want as long as they have a modern device with an internet connection.
• Multiple options to share and style your learning content (in your brand). Share your courses and tests via URL, embed them on your website, or publish everything through a learning portal. Change colors, fonts, and images to match your brand.
• Multiple test formats and question types. Choose between Courses, Exams, Assessments, or Quizzes. Even better, combine all the options to achieve different learning goals. Use question types that include text, images, audio, or video files.
• Possibility to track progress. Let your participants know much they progressed by sending an email with their test results or generate a branded certificate at the end. View and download everyone’s results in an Excel file and store them on your computer.

Useful resources

• Harvard Business Review

Frequently Asked Questions

• How to generate topics for employee training? Follow these main steps: (1) Identify your company's main activity and job roles involved in getting that activity done (2) Assess what skills are needed for each position (3) Get feedback from seasoned employees (4) Consider which departments need the most urgent training, such as customer support and sales, who deal directly with clients.
• What are some topics for employee training and development? Some topics for employee training and development include technical skills, customer service, sales, communication, ethics, safety, industry rules and regulations, workplace harassment, equality and diversity, personal development.
• How to create excitement on boring employee training topics? Add videos, images, audio files, and presentations with visual effects. Let employees take the training from their smartphones when they have time. Show them their progress so they can feel proud.
• What are the next steps for setting up your training? Put everything together in the training material, get feedback from seasoned employees, and create a focus group to test the training before applying it to the entire company.
• How can I use Easy LMS to make my employee training topics training shine? Easy LMS has flexibility and multiple options for creating and sharing your training material. It also tracks progress.

Related articles

• How long should employee training be?
• 8 popular types of employee training programs 
• Employee training methods
• The ultimate plan to train (new) employees
• What is compliance training?
• How to onboard new employees

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• S&T Releases Market Survey Report for Non-Detonable Training Aids for Explosive Detection Canines

News Release: DHS S&T Releases Market Survey Report for Non-Detonable Training Aids for Explosive Detection Canines

For immediate release s&t public affairs , 202-286-9047.

WASHINGTON - The Department of Homeland Security (DHS) Science and Technology Directorate (S&T) has released a new market survey report to help emergency responders identify non-detonable training aids for explosive detection canines. Non-detonable training aids emulate the scent of explosives, allowing canines to learn the specific odor of different types of explosives while eliminating the inherent risks of using traditional, live explosives. They are carefully designed and maintained to create a controlled and safe environment for training, with a focus on safety, effectiveness, and consistency in preparing canines for their crucial roles in security and public safety.

S&T’s National Urban Security Laboratory (NUSTL)—in conjunction with Johns Hopkins Applied Physics Laboratory—administered the Non-Detonable Trainings Aids for Explosive Detection Canines Market Survey Report , which provides information on 12 non-detonable training aid products ranging in price from $15 to $550. This report is based on information gathered from manufacturer and vendor materials, open-source research, industry publications, and a government-issued request for information. The report is part of NUSTL’s System Assessment and Validation for Emergency Responders (SAVER) program, which assists emergency responders in making procurement decisions.

“The Detection Canine Program at S&T plays a critical role in advancing the safety and effectiveness of explosive detection canines in the field,” said Guy Hartsough, S&T Detection Canine Program, program manager. “NUSTL’s comprehensive report provides valuable resources in an ever-evolving landscape of threats, underscoring our dedication to enhancing the capabilities of our nation's security responders.”

“Explosive detection canines are critical to protecting the public as well as the first responders they assist. Rigorous training is required to prepare these dogs for the field” said NUSTL Director Alice Hong. “NUSTL’s latest market survey report equips explosive detection canine handlers with crucial insights into non-detonable training aids.”

Visit the SAVER website for market research and comparative assessments of commercially available products. Results are published to assist responders in making informed technology deployment and purchasing decisions for their agency’s specific needs. SAVER documents with limited distribution are available to members of the SAVER Community by contacting [email protected] .

For more information about NUSTL and its mission as the only national laboratory dedicated to serving the nation’s first responders, visit www.dhs.gov/science-and-technology/national-urban-security-technology-laboratory

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