The role of digital competencies of personnel in the formation of human capital of an industrial enterprise

Economy and management of the enterprise

he purpose of the study is to establish the relationship and mutual influence between the categories of “digital competence” and “human capital” and to develop a method for measuring the component of the human capital of an industrial enterprise, determined by the digital competencies of personnel. The relevance of the research topic is due to the processes of digital transformation taking place in society in general and in industry in particular, as well as the increasing role of digital competencies of employees and digital potential of an enterprise in the success of this transformation. Thus, the human capital serves as a generalized parameter characterizing personnel’s ability to accomplish tasks posed by the enterprise management. Based on the analysis of the performed research, both in domestic and foreign publications, the authors made two important conclusions. The first conclusion is that human capital is a complicated category, which is formed, on the one hand, by the level of staff development, their necessary competencies, and, on the other, by the conditions for applying these competencies in specific workplaces. The second conclusion concerns an expensive cost method of measuring human capital of an enterprise, which is the most acceptable for quantitative analysis. This implies, firstly, an understanding of the relationship between the categories “digital competence” and “human capital”, presented in the article. Secondly, the ability to quantify the contribution of digital competencies of personnel to the total human capital of the enterprise. The authors propose formulas for three components that form a part of human capital based on digital competencies. These elements are formed at three stages: basic professional education, accumulation of practical experience and professional development in the course of professional activity. A practical example of calculating the value of human capital confirms the validity of the proposed method. The authors formulate restrictions on the use of this method and identify areas for further research. The computational results for all departments of the enterprise may serve as a database to monitor management of human capital and its components, assess managerial decisions, as well as for benchmarking in the specific industry or type of activity.