<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>The more developed new and sophisticated technologies are, as in the energy sector, paradoxically, the more critical people are in terms of competences. A prophecy for 2020 was that machines and robots would replace people. It happened mainly for routine activities. Therefore, humans remain a crucial element in the technology world, especially in high-risk areas, such as nuclear. Companies developing, using high-risk technologies employ people with high-technical knowledge - not enough. Poor communication, failing leadership, improper management, decision reluctance, generation gap, lacking teamwork competencies were human errors that caused accidents. Besides technical competences, these people also need consistent training and workshops on soft skills, leadership, and strategy. Besides generic skills, requirements for training staff in long-life cycle technologies should consider: specific reaction patterns for various generations; the high-risk technologies are a combination of technologies with various durations, e.g., Silicon-based digital technology life cycle is about five years. However, the digital technology evolution to new ones, like quantum computing, may trigger unexpected interfaces with the underlying reactor technology, dominant in a nuclear plant, and requirements for training of staff. Extended use of the well-trained competencies can make the difference between life and death; Training? Because it is a combination of knowledge and practice; Coaching? Because it generates new behaviors in ordinary situations and improves the work-unit relationship; Leadership? Because there are moments when people need someone leading them to accomplish tasks efficiently. The methodology used to investigate such aspects was of team-group interviews for diverse generations involved in a nuclear project for risk analyses and master students, by using the same combination of training and coaching exercises. The paper presents the results of these investigations, considering the aspects mentioned and contributes to raising awareness of strategic development approaches for employees to aim at the emergence of new leaders.</p>
</abstract>

The more developed new and sophisticated technologies are, as in the energy sector, paradoxically, the more critical people are in terms of competences. A prophecy for 2020 was that machines and robots would replace people. It happened mainly for routine activities. Therefore, humans remain a crucial element in the technology world, especially in high-risk areas, such as nuclear. Companies developing, using high-risk technologies employ people with high-technical knowledge - not enough. Poor communication, failing leadership, improper management, decision reluctance, generation gap, lacking teamwork competencies were human errors that caused accidents. Besides technical competences, these people also need consistent training and workshops on soft skills, leadership, and strategy. Besides generic skills, requirements for training staff in long-life cycle technologies should consider: specific reaction patterns for various generations; the high-risk technologies are a combination of technologies with various durations, e.g., Silicon-based digital technology life cycle is about five years. However, the digital technology evolution to new ones, like quantum computing, may trigger unexpected interfaces with the underlying reactor technology, dominant in a nuclear plant, and requirements for training of staff. Extended use of the well-trained competencies can make the difference between life and death; Training? Because it is a combination of knowledge and practice; Coaching? Because it generates new behaviors in ordinary situations and improves the work-unit relationship; Leadership? Because there are moments when people need someone leading them to accomplish tasks efficiently. The methodology used to investigate such aspects was of team-group interviews for diverse generations involved in a nuclear project for risk analyses and master students, by using the same combination of training and coaching exercises. The paper presents the results of these investigations, considering the aspects mentioned and contributes to raising awareness of strategic development approaches for employees to aim at the emergence of new leaders.

New Training Trends in High-Risk Technology Fields

Proceedings of the International Conference on Business Excellence

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

{"article-title":"New Training Trends in High-Risk Technology Fields"}

The more developed new and sophisticated technologies are, as in the energy sector, paradoxically, the more critical people are in terms of competences. A...

New Training Trends in High-Risk Technology Fields

Publié en ligne: 27 juil. 2020

Pages: 474 - 489

DOI: https://doi.org/10.2478/picbe-2020-0045

Mots clés
training, coaching, leadership, digital technology, high-risk technology, life cycle of technology, generations

© 2020 Cristian Tudoran, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

New Training Trends in High-Risk Technology Fields

Publié en ligne: 27 juil. 2020

Pages: 474 - 489

DOI: https://doi.org/10.2478/picbe-2020-0045

Mots cléstraining, coaching, leadership, digital technology, high-risk technology, life cycle of technology, generations

© 2020 Cristian Tudoran, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Mots clés
training, coaching, leadership, digital technology, high-risk technology, life cycle of technology, generations