iLEARNed

HUMAN-CENTRIC AUTOMATION: BRIDGING TALENT MANAGEMENT AND INDUSTRY 5.0 FOR A RESILIENT WORKFORCE

Ismahani Hassan — 2024-09-20

In today’s rapidly evolving work environment, organizations are grappling with the challenge of integrating automation technologies while preserving and enhancing the human element of their workforce. As automation continues to reshape industries, businesses must prioritize reskilling and upskilling employees to ensure they are prepared to thrive in a future of human-centric automation (Chui, Manyika & Miremadi, 2016).This article explores the convergence of Industry 5.0, which emphasizes human-machine collaboration, with modern talent management strategies. Industry 5.0 moves beyond the automation focus of Industry 4.0, aiming to create environments where human creativity, emotional intelligence, and adaptability work alongside advanced technologies (Makridakis, 2017& Naudé, 2020).

Konsep Penarafan di dalam Ekosistem Keselamatan Jalan Raya – Memacu Pendidikan Kepenggunaan

Z M Jawi* — 2022-12-23

Tahap Keselamatan Jalan Raya (KJR) di Malaysia jika dibandingkan di peringkat global berada di kedudukan tidak baik kerana kegagalan mengawal risiko yang menyebabkan banyak kematian akibat nahas. Namun begitu, usaha untuk menambahbaik ekosistem KJR pula adalah tidak mudah kerana ianya memerlukan komitmen banyak pihak dan kurangnya sokongan daripada pengguna sendiri. Antara kaedah yang ampuh untuk membetulkan ekosistem ialah melalui program penarafan di mana ianya dapat mengatasi “halangan” tertentu baik di peringkat pihak berkuasa mahu pun di peringkat perniagaan (produk dan perkhidmatan). Artikel ini menelusuri strategi program penarafan khasnya di dalam ekosistem KJR yang juga dianggap sebagai platform penting untuk mendidik kepenggunaan di kalangan pengguna.

Leaders Develop Leaders: Coach it Right!

S F Sheikh Mohamed — 2022-12-23

PETRONAS has been committed to leadership development. Leaders developing other leaders is one of the initiatives undertaken to accelerate the leadership culture change. PETRONAS Leadership Centre (PLC) crystalized this initiative in 2014 with the objective of experienced leaders developing themselves whilst they coach and facilitate emerging leaders to achieve business results, vis-à-vis ‘Leaders Develop Leaders’ (LDL). On average, 500 LDL opportunities are available yearly from PLC program offerings, LDL@Business, and PETRONAS-level initiatives. These are provided through five LDL platforms: Leaders Coach, Leaders Presence, Leaders Share, Leaders Facilitate, and Leaders Workout. The number of leaders who participated in 2020 was 306 and for this year thus far, 260 leaders have secured their participation. Measurement of leaders’ delivery effectiveness is assessed via the PETRONAS Dot application, based on six dimensions. The analysis indicates that the leaders’ performances in LDL have improved over the years. This resulted from the various support provided for the leaders that include a series of group coaching, upskilling, LDL toolkits, guides, and relevant online materials. Nevertheless, it also shows leaders need to do more personalized narration or storytelling in cascading the business imperatives and sharing their experiences. Moving forward after more than six years of LDL being successfully implemented, PLC is continuously exploring new ways of LDL, tailored to the present situation. More so, to ensure the emerging leaders are wellcoached to enable and empower them with agility to thrive as future leaders.

Self-Learning Method in Multi-Meeting and Multitasking Conditions

B Aprianda — 2022-12-23

Life has changed in many ways since the COVID-19 pandemic. Several policies are carried out by an organization to continue business processes, including a limited number of employees working in the office, a mechanism of Work-from-Home, and online meetings. That mechanism aimed to reduce interactions physically. The need for online communication plays a significant role in supporting the business process of the company's sustainability. Digital meetings conducted within the organization allow unlimited interactions between people. The question is: whether increasing the load during a meeting is beneficial for the organization and individual employees? Even though the meeting and other things can help achieve company performance, holding too many meetings and spending too much time in a day can harm individuals, including factors such as fatigue, perceived workload, and productivity. And it also affected learning activity. This paper describes the research done by the writer, which is entirely based on responses from employees about the multi-meeting and multitasking effects of using online meetings. It analyzes the learning activity, to compare learning realization before and after the pandemic. It's also described how PLN Corporate University creates media learning to make learning more productive and make employees the center of learning and able to do self-learning. In a short, focus on findings by the researcher at PLN according to the multi-meeting and multitasking effect which is wholly based on the response from the employees, and how it related to creating learning method by PLN Corporate University to make learning more productive.

Analysis of Digital Learning Practices Impact on Instructor’s Computer Performance at PT PLN (Persero) UPDL Semarang

A H Maulana* — 2022-12-23

The COVID-19 pandemic has changed the learning system at PLN UPDL Semarang, from in-class to digital training, including the implementation of learning practices. This method has been used officially as one of the learning methods on September 8, 2020. For this method to work well, digital learning practices need to be supported by equipment that meets requirements. In some cases, the instructor experiences problems in the form of a computer hanging or crashing when providing practical guidance sessions so it interferes with learning activities. Therefore, it is necessary to have research to assess the instructor’s computer performance, especially the use of two important components, CPU, and computer memory. The data for this research were obtained from the results of trials in the PLN UPDL Semarang laboratory using an internet connection by simulating the interaction between one instructor and 15 students in stages. This interaction uses Zoom Meeting and Anydesk remote access applications. The result shows that digital learning practices do not have a significant effect on CPU usage but have a significant effect on memory usage. Even the memory usage for a computer with 4 GB RAM can reach 92.5% of its maximum capacity, in contrast to computers with 8 GB RAM which only reach 65% of the maximum capacity. Based on calculations using the linear regression method, it is found that the maximum number of possible clients for computers with 4 GB RAM is 15 students, while 45 students for computers with 8 GB RAM.

The Empowerment Strategy of the City Poor Women Based on Non- Formal Education in the City of Semarang

M F F Andika* — 2022-12-23

This research is done to scrutinize the effort to empower poor women of Semarang to work according to market needs. The poverty of Semarang in March 2017 was 80 thousand people (4.62%), while in 2018 it was reduced to 73 thousand (4.41%). The International Labor Organization (ILO) states that employment in cities continues to be very low because poor people and women in cities are “rarely unemployed”. Empowerment through this non-formal education strategy is right on target, both in the industrial world and in the business world. This study was carried out following the Grinnell and Creswell development model. The results of the study included the domain of education and training strategies based on market needs (pathways and machines) in the non-formal education pathway for the poor in Semarang. After getting an education and training following the right strategy, it is hoped that students will be able to have the skills to then earn a living while simultaneously improving their economy. The results showed that out of 40 participants, 97.5% had successfully graduated, 87.5% got a job, and showed strategies for women's empowerment towards education, training, job opportunities, and business opportunities. The conclusion is that empowerment through education and training has succeeded in supporting the poor, especially women who initially did not have the skills to have skills and could be directly used or self-employed according to their needs.