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

Abstract

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.

Employment 4.0: The Work of the Future and the Future of Work

“…In other words, Industry 5.0 entails a shift in focus from the production value of technology to the human value of technological innovations. This includes the need to design technology around the requirements of the human worker, and therefore necessitates limited adjustment of the human worker to technology [74]. While the technology of the future, in effect, prioritises the dignity of the worker over productivity of labour, stakeholders have argued that human-centricity need not be a zero-sum game, with respect to efficient production and competitiveness-in the long run.…”

Analysing the alignment between circular economy and industry 4.0 nexus with industry 5.0 era: An integrative systematic literature review

“…Therefore, it is not wrong to say that this transition embeds several societal and economic consequences. Thus, future researchers are encouraged to investigate the potential policies and legislative implications for the labour market (Orlova, 2021) and CE development focusing on corporate social responsibility (CSR) and sustainability and assurance reporting in the I5.0 era considered the value‐driven human‐centric industrial revolution. Bearing this in mind, practitioners are introducing various frameworks consisting of laws and legislations to establish a credible long‐term platform for waste management.…”

“…It accentuates human needs over operations (Longo et al, 2020). Employers expect to prioritise their employee's capabilities and change‐readiness before adopting an innovative technology rather than enforcing their autonomy on the employees (Orlova, 2021). Therefore, manufacturers need to understand the value of human intelligence before positioning the cognitive, and technical capabilities in collaborative operations (Chin, 2021; Colla et al, 2021).…”

Industry 5.0 Beyond Technology: An Analysis Through the Lens of Business and Operations Management Literature

“…The theme Human Resources (HR) and Workers in I5.0 encompasses most of the papers in this SLR (Brunzini et al, 2021;Esthela et al, 2021;Ojstersek et al, 2021;Orlova, 2021). They focus mainly on human-robot collaboration and its potential to improve safety, ergonomics, and productivity.…”

“…The establishment of human-robot collaboration demands a collaborative workplace (Ojstersek et al, 2021), in which personalization in labor relations with employees is a key element (Orlova, 2021). Also, it demands of workers new skills, capabilities, and competencies (Ávila-Gutiérrez et al, 2021).…”