The purpose of this article is to study possible directions and ways of developing human resources for the transition to digital economy using the potential of new technological solutions. The paper demonstrates the relationship of the Fourth industrial revolution and changes in the development of human resources, identifies key areas of the impact of digitalization processes on human resources, including the transformation of the structure of demand in the labor market changing the format of employment of workers and the emergence of new models of work changing the content of work, as well as changing the ratio of the importance of hard skills and soft skills. With this in mind, the important components of developing human resources in digital economy are identified, the emphasis is placed on the role of the education system in this process, covering the following aspects: creating a system of new professions, competencies and standards in correspondence with appropriate educational programs; incorporating innovative educational technologies into the educational process in order to develop a set of soft skills; creating a “smart” education system using intelligent ICT solutions affecting the content and process components of learning as key components of developing human resources. The paper determines the feasibility of implementing the proposed solutions on the basis of the partnership between educational institutions, public authorities and business.
The study substantiates the importance of studying the problem of human resource development in the context of the digital transformation of the economy at the regional level. The conducted scientometric analysis made it possible to identify key thematic clusters of research on this issue and show that the digital context is combined with issues of human health, competencies, government intervention, and management issues. With this in mind, the factors affecting human resource development in the region are determined based on the use of quantitative and qualitative analysis methods. This made it possible to build a cognitive map reflecting the relationship of human resources as a concept with other components of the socio-economic system at the meso-level. The analysis of the cognitive map allowed us to conclude that the system is unstable to disturbances in combination with its structural stability. Based on the study of the mutual influence of the peaks and the development of an experiment plan, cognitive modeling of the development of human resources in the region was implemented. The study presents two scenarios of the development of events, which show that the presented cognitive model can be used to develop strategies for the development of human resources as it allows us to identify the most significant factors for determining effective regulatory influences.
The article represents the results of the practice development and implementation of organizational and managerial support for the activities of the Southern Federal District oncological service in modern conditions, dictated by the increasing pace of diagnostic support technologization, maintenance, quality control, as well as informatization and digitalization of the main management processes. In addition, the behavioral economics, the economy of rationality, adaptability and identity are methodological basic structure in this field of organizational and managerial design. The norms and methodological principles reflected in behavioral economics, the economics of rationality, adaptability, and identity are fully represented in such managerial areas of knowledge as organizational culture and organizational behavior. Therefore, the practice description of the implementing organizational and managerial support for any activity through the justification of the organizational culture elements and norms allows us to systematically present the entire complex of interrelated content areas. The empirical analysis of organizational and managerial support activity is carried out on the example of the National Medical Research Center of Oncology (FSBI "NMRC of Oncology" Ministry of Health of the Russian Federation). The research confirmed the initial hypothesis that an effectively organized system of organizational and managerial support activities within the framework of the organizational culture norms ensures a high level of employees involvement at all levels in achieving performance indicators.
The article presents the results of the new strategy outlines development for organizational and managerial activities support in the framework of the previously support considered areas: personnel policy; assessment of competencies; infrastructure and digital environment; specialized medical care; scientific policy; quality assessment policy. The basis of the methodological framework is formed by the strategic approach in economics and management. During the empirical part of the study, the following methods were used: the method of expert assessments, the method of SWOT analysis. The resources, external and internal factors, strengths and weaknesses, opportunities and threats of implementing activities in the field of healthcare institution organizational and managerial support were analyzed on the example of the Federal State Budgetary Institution " NMRC of Oncology" of the Ministry of Health of the Russian Federation as the " head " organization of the Southern Federal District in the field of "oncology". The instruments of SWOT analysis were carried out in several stages using qualitative and quantitative methods. The article presents a final review of the results of the SWOT analysis, which allows us to draw conclusions about the choice of the contours of organizational and managerial support strategies (the strategy of extreme optimism, which is based on measures to implement existing opportunities, as well as a conservative strategy, which is based on measures that use the strengths of the organization in order to overcome threats). The study confirmed the hypothesis that the contours of the strategy of organizational and managerial support of activities contribute to the strategizing of common goals and objectives and the design of key areas of activity of medical institutions in order to ensure a high level of involvement of employees at all levels in achieving performance indicators and increasing indicators of scientific performance.
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