Design of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.0

The main feature of Industry 5.0 is “personalization”, linked not only to provide customers with personalized products, but also, in our opinion, to ensure personalization in labor relations with employees, since it increases human value through human–machine collaboration. The human capital quality...

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Autor principal:	Ekaterina V. Orlova
Formato:	article
Lenguaje:	EN
Publicado:	MDPI AG 2021
Materias:	human capital employee assessment labor performance individual trajectories of professional development organizational innovation knowledge society Social Sciences H
Acceso en línea:	https://doaj.org/article/d4f13a3a0a4d479495d2a96ce4f3f6f3
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spelling	oai:doaj.org-article:d4f13a3a0a4d479495d2a96ce4f3f6f32021-11-25T18:59:46ZDesign of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.010.3390/socsci101104272076-0760https://doaj.org/article/d4f13a3a0a4d479495d2a96ce4f3f6f32021-11-01T00:00:00Zhttps://www.mdpi.com/2076-0760/10/11/427https://doaj.org/toc/2076-0760The main feature of Industry 5.0 is “personalization”, linked not only to provide customers with personalized products, but also, in our opinion, to ensure personalization in labor relations with employees, since it increases human value through human–machine collaboration. The human capital quality determines a significant contribution not only to the labor productivity growth, but also to extend a social communication, loyalty and employees’ trust. The study proposes the new methodological approach for corporate human capital assessment and management (CHCM) over new conditions of digital transformation. The CHCM uses methods of system analysis and synthesis, expert assessments, descriptive statistical analysis and survey. The novelty of CHCM is that, firstly, it reflects all the essential features and properties of human capital under emergence of new professions; secondly, it combines and comprehensively uses both quantitative and qualitative methods for human capital assessment, reflecting the subjective and objective aspects of human capital measurement; thirdly, it allows to create warranted management decisions about individual trajectories of professional development of employees, ensuring the continuous growth of individual, corporate and social wealth. It is proved experimentally that the implementation of individual trajectories for employees’ professional development provides 2–3 years’ perspective on companies’ performance growth.Ekaterina V. OrlovaMDPI AGarticlehuman capitalemployee assessmentlabor performanceindividual trajectories of professional developmentorganizational innovationknowledge societySocial SciencesHENSocial Sciences, Vol 10, Iss 427, p 427 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	human capital employee assessment labor performance individual trajectories of professional development organizational innovation knowledge society Social Sciences H
spellingShingle	human capital employee assessment labor performance individual trajectories of professional development organizational innovation knowledge society Social Sciences H Ekaterina V. Orlova Design of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.0
description	The main feature of Industry 5.0 is “personalization”, linked not only to provide customers with personalized products, but also, in our opinion, to ensure personalization in labor relations with employees, since it increases human value through human–machine collaboration. The human capital quality determines a significant contribution not only to the labor productivity growth, but also to extend a social communication, loyalty and employees’ trust. The study proposes the new methodological approach for corporate human capital assessment and management (CHCM) over new conditions of digital transformation. The CHCM uses methods of system analysis and synthesis, expert assessments, descriptive statistical analysis and survey. The novelty of CHCM is that, firstly, it reflects all the essential features and properties of human capital under emergence of new professions; secondly, it combines and comprehensively uses both quantitative and qualitative methods for human capital assessment, reflecting the subjective and objective aspects of human capital measurement; thirdly, it allows to create warranted management decisions about individual trajectories of professional development of employees, ensuring the continuous growth of individual, corporate and social wealth. It is proved experimentally that the implementation of individual trajectories for employees’ professional development provides 2–3 years’ perspective on companies’ performance growth.
format	article
author	Ekaterina V. Orlova
author_facet	Ekaterina V. Orlova
author_sort	Ekaterina V. Orlova
title	Design of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.0
title_short	Design of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.0
title_full	Design of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.0
title_fullStr	Design of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.0
title_full_unstemmed	Design of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.0
title_sort	design of personal trajectories for employees’ professional development in the knowledge society under industry 5.0
publisher	MDPI AG
publishDate	2021
url	https://doaj.org/article/d4f13a3a0a4d479495d2a96ce4f3f6f3
work_keys_str_mv	AT ekaterinavorlova designofpersonaltrajectoriesforemployeesprofessionaldevelopmentintheknowledgesocietyunderindustry50
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Design of Personal Trajectories for Employees’ Professional Development in the Knowledge Society under Industry 5.0

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