Abstract
The technical training of the industrial branches sometimes shows important shortcomings of new graduates in training and practice in analytical skills, high-level critical thinking, communication skills, teamwork and understanding of engineering in business practice. Gamification, understood as the application of design elements and game principles in the context of achieving learning outcomes, acquires a remarkable dimension and relevance. In this context, this job is focused on designing, developing, and measuring the results of a training module including gamification. This module is taught in an experimental training course aimed at a group with a heterogeneous educational level whose all its members play the role of team leader in manufacturing industries. The course is promoted by the Aragon (Spain) Government, and the Aragon Automotive Cluster Association, Caar. This work carries out a methodology and results evaluation project for soft skills problem solving and conflict resolution module, through gamification. For this evaluation, a discussion is carried out on the evaluation methods of gamified training. The work allows to obtain significant results on the methodology used in relation to the heterogeneity of the group. The study draws conclusions about the design of the methodology, the validity and efficacy of the educational method, the evaluation model and the relationship between training, experience and educational results.
Highlights
During the 20th century, the structure and methodology of engineering education has remained basically stable
The course is promoted by the Aragon (Spain) Government, and the Aragon Automotive Cluster Association, Caar
This work carries out a methodology and results evaluation project for soft skills problem solving and conflict resolution module, through gamification
Summary
During the 20th century, the structure and methodology of engineering education has remained basically stable. Changes have been limited to the advancement of the technology-based industry of what is known as the third industrial revolution [1]. Other authors add that education in industrial areas has not been able to keep pace with advances in manufacturing technology, nor with the demands of the labour market [3]. There is a real mismatch between the industry demand and the labor market offer. Industry is asking for more and more flexibility with constantly updated competencies and knowledge [4]. Companies have been adopting competency management models to improve the results of their talent onboarding processes. In the case of engineering talent, the strategic development of industrial
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