Issue link: https://maltatoday.uberflip.com/i/1514428
vices. For instance, AI can rep- licate complex medical cases in medical training, allowing healthcare professionals to practice their diagnostic and treatment skills in a risk-free environment. These simu- lations provide experiential learning opportunities crucial for developing practical skills and decision-making capabil- ities in complex, real-world scenarios. Integrating AI in training, particularly in providing men- torship and feedback, reshapes educational methodologies. AI systems, adept at simulating real-time mentor interactions, offer immediate feedback and assist in problem-solving. It can deliver instantaneous cor- rections to all sorts of learn- ing, enhancing the acquisition and retention of knowledge through interactive experienc- es. Recent surveys highlight this shift in educational pref- erences. As reported in a study con- ducted by education consul- tation firm Intelligent, 96% of parents believe AI tutors are more effective than tradition- al tutors, and 85% of students preferred AI over convention- al tutoring methods. These fig- ures underscore the growing confidence in AI's ability to deliver personalised and en- gaging educational experienc- es, mirroring the benefits of one-on-one mentorship. However, using AI in training is not without its challenges. Data privacy and ethical use are paramount concerns. Com- panies must navigate these challenges with a keen sense of responsibility, ensuring compliance with regulations like the GDPR and vigilance against biases in AI-generated content. A balanced approach that respects privacy and eth- ical standards is crucial for maintaining trust and integrity in AI-driven training initia- tives. The integration of generative AI into corporate learning and development represents a piv- otal moment in the evolution of workplace training. Its capacity to personalise learning experiences, keep pace with the rapid changes in various industries, and offer realistic training simulations marks a significant leap from traditional training methodol- ogies. These advancements, evi- denced by increasing adop- tion by leading firms and bol- stered by compelling statistics, herald a new era of enhanced efficiency, effectiveness, and engagement in employee de- velopment. Nevertheless, this journey is not without its complexi- ties. Data privacy challenges, ethical considerations, and potential biases in AI-gener- ated content remind us that this technological revolution must be navigated with care, responsibility, and a commit- ment to ethical standards. As we embrace these trans- formative tools, our focus must not solely be on their tech- nological prowess but also on fostering a culture of responsi- ble and ethical AI use. By bal- ancing innovation with these considerations, businesses can fully utilise AI in training. This approach promotes in- dividual growth and organisa- tional success while fostering a future where technology and human values harmoniously coexist. maltatoday | SUNDAY • 14 JANUARY 2024 OPINION 11 Charles Deguara Staying vibrant and relevant for the next five years Unlike the 'one- size-fits-all' model, AI-driven platforms analyse an employee's performance data, learning history, and even their preferred learning mode to curate bespoke learning path Charles Deguara is the Auditor General ON 14 December 2023, the President of Malta, Dr George Vella, paid his last official visit to the National Audit Office (NAO). A visit by the Head of State to our Office is always a memorable occasion for us all, especially this being President Vella's last visit before the expiry of his term of office in three months' time. Moreover, this particular visit provided the perfect setting for the official launch of our Office's new Strategic Plan for the pe- riod 2024-2028. I was honoured to present our new plan to the President who, on his part, conveyed his heartfelt appreciation for the sterling work carried out by our Office to promote trans- parency and accountability, these being two main pillars of good governance, across the public sector. Essentially, the NAO's strategic goals are structured around the need to strengthen its institutional capacity, enhancing audit im- pact, improving stakeholder communication, optimising public visibility, and advancing methodological and technological prac- tices. These goals are geared towards strengthening the NAO's role as a vigilant guardian, ensuring quality work in line with auditing standards, and fostering effective communication and collaboration with stakeholders. Indeed, we convey our heartfelt thanks to our internal strategy team, in practice representing all sections – both auditing and administrative - within the NAO, for duly compiling this focused and comprehensive strategy document. In essence, it is based on an extensive consultation process carried out this year. During this period we sought the views and proposals of both internal stakeholders, namely NAO staff, and external stakeholders, in- cluding the members of the Public Accounts Committee (whose meetings throughout the year we invariably attend), the leader- ship of the public service, particularly the Principal Permanent Secretary, the Permanent Secretaries across all Ministries, as well as academia and the general public. We are thus confident that this strategy document will be cru- cial in ensuring that throughout the coming five years we remain a vibrant and relevant public sector auditing organisation, duly providing assurance to parliament and, ultimately, to our citi- zens. This assurance pertains to the proper utilisation of public funds, ensuring that they are being spent for the purposes ap- proved by the House of Representatives, used in the best manner possible and in accordance with prevailing rules and regulations, and adequately accounted for. This launch may be considered as the cherry on the cake after another very eventful year for the NAO. Suffice to say that during 2023 we issued 15 publications focusing on diverse and topical themes, incorporating audits of over 100 departments and public entities. We thus look forward to start implementing the Strategic Plan in the new year with the key purpose of enhancing our audit im- pact in the public sector. The NAO's strategic goals are structured around the need to strengthen its institutional capacity, enhancing audit impact, improving stakeholder communication, optimising public visibility, and advancing methodological and technological practices