Codes used in data analysis
| Codes | Categories | Themes/Concepts |
|---|---|---|
| Change as a potential | Attitude to change in the context of development activities | Organisations' perception of changes in HRD |
| Change as a threat | ||
| Focusing on thriving | ||
| Survival attitude | ||
| Modification of development plans | HRD strategy adopted in the organisation during the pandemic | |
| Shift towards digital learning | ||
| Budget constraints | ||
| Suspension of developmental activities | ||
| Maintenance of existing activities | ||
| Stress management | The most frequently implemented topics of development activities | Direction and scope of changes in development activities |
| Mindfulness | ||
| Remote work | ||
| Time management | ||
| Work-life balance | ||
| Well-being, resilience and mental health | ||
| Communication in remote teams | ||
| E-learning | Shift to digital learning forms | |
| Blended learning | ||
| Webinars | ||
| Interactive learning materials | ||
| Self-directed learning | ||
| Online meetings | ||
| Suspension of f2f trainings | ||
| Knowledge pills | Shift to passive online learning methods | |
| Microlearning | ||
| Online psychological support | ||
| Online office events | ||
| Limiting group work | ||
| Learning management system | The most frequently used tools | |
| Learning experience platform | ||
| Social media | ||
| Video | ||
| Podcast | ||
| Video conferencing | ||
| Departure from creating and managing the HRD process | Changing L&D functions and tools | Changing the role of L&D in the organisation |
| Diagnosing competency gaps | ||
| Indicating directions of development | ||
| Identifying tools and existing developmental resources | ||
| Active engagement in acceleration of digital transformation | ||
| Simplification and modernisation of development tools | ||
| Creating a coherent learning ecosystem | ||
| Proactivity in action | Changes to the current L&D strategy | |
| Supporting employees with reduced commitment | ||
| Servant role | ||
| Giving employees more freedom and flexibility | ||
| Empowering employees | ||
| Building a true lifelong learning culture within organisation | ||
| Use of different digital tools | The demand for technical competences of L&D employees | |
| Digital learning fluency | ||
| Data analytics | ||
| Instructional designing | ||
| Online facilitation skills | ||
| Agile methodology | ||
| Remote cooperation | The demand for soft skills of L&D employees | L&D competencies in new digital workplace |
| Critical thinking | ||
| Empathy | ||
| Creativity and innovation | ||
| Ability to work under time pressure and resistance to stress | ||
| Willingness to learn and self-development |
| Codes | Categories | Themes/Concepts |
|---|---|---|
| Change as a potential | Attitude to change in the context of development activities | Organisations' perception of changes in HRD |
| Change as a threat | ||
| Focusing on thriving | ||
| Survival attitude | ||
| Modification of development plans | HRD strategy adopted in the organisation during the pandemic | |
| Shift towards digital learning | ||
| Budget constraints | ||
| Suspension of developmental activities | ||
| Maintenance of existing activities | ||
| Stress management | The most frequently implemented topics of development activities | Direction and scope of changes in development activities |
| Mindfulness | ||
| Remote work | ||
| Time management | ||
| Work-life balance | ||
| Well-being, resilience and mental health | ||
| Communication in remote teams | ||
| E-learning | Shift to digital learning forms | |
| Blended learning | ||
| Webinars | ||
| Interactive learning materials | ||
| Self-directed learning | ||
| Online meetings | ||
| Suspension of f2f trainings | ||
| Knowledge pills | Shift to passive online learning methods | |
| Microlearning | ||
| Online psychological support | ||
| Online office events | ||
| Limiting group work | ||
| Learning management system | The most frequently used tools | |
| Learning experience platform | ||
| Social media | ||
| Video | ||
| Podcast | ||
| Video conferencing | ||
| Departure from creating and managing the HRD process | Changing L&D functions and tools | Changing the role of L&D in the organisation |
| Diagnosing competency gaps | ||
| Indicating directions of development | ||
| Identifying tools and existing developmental resources | ||
| Active engagement in acceleration of digital transformation | ||
| Simplification and modernisation of development tools | ||
| Creating a coherent learning ecosystem | ||
| Proactivity in action | Changes to the current L&D strategy | |
| Supporting employees with reduced commitment | ||
| Servant role | ||
| Giving employees more freedom and flexibility | ||
| Empowering employees | ||
| Building a true lifelong learning culture within organisation | ||
| Use of different digital tools | The demand for technical competences of L&D employees | |
| Digital learning fluency | ||
| Data analytics | ||
| Instructional designing | ||
| Online facilitation skills | ||
| Agile methodology | ||
| Remote cooperation | The demand for soft skills of L&D employees | L&D competencies in new digital workplace |
| Critical thinking | ||
| Empathy | ||
| Creativity and innovation | ||
| Ability to work under time pressure and resistance to stress | ||
| Willingness to learn and self-development |
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