Employees Competences for Industry 4.0 in Poland– Preliminary Research Results

Abstract

Over the last few years, the fourth industrial revolution has attracted academia and practices worldwide, however there are still many gaps related to the Industry 4.0, particularly related to the competences issue, because new concept requires new technology as well as workers with new competences. In the presented research it was assumed that there are Employees competences necessary for the development of Industry 4.0 concept in companies. So the question is, how much are these competences important for Polish companies? If they are meaningful, there will be sought Employees meeting those requirements, which will result in the development of the fourth industrial revolution in Poland. The lack of importance of these competences is interpreted by researchers as a lack of willingness of Polish Employees to develop a new era. The main objective of the presented research was to investigate the importance Employees' competences, key to the development of Industry 4.0 in Poland. The indirect aim was to diagnose the willingness of Polish companies to implement the new concept, in the aspect of obtained results. In research, there was used survey method, on a randomly selected group of companies.

An Investigation of Industry 4.0 Skills Requirements

“…The adoption of Industry 4.0 technologies results in people working in a digitised and networked workplace that promotes interaction with algorithms and robotics, as well as operating in a virtual world [5]. These changes result in new job requirements for a unique and specialised skills set [6,7]. Thus there is bound to be a noticeable change in the skills requirements between the fourth industrial revolution and the previous three industrial revolutions.…”

Talent mapping: a strategic approach toward digitalization initiatives in the banking and financial technology (FinTech) industry in Indonesia

“…The competency model is a behavioral job description that explains a combination of knowledge, skills and certain characteristics needed to produce an effective performance in the organization (Litauniece, 2011). According to Grzelczak, Kosacka and Werner-Lewandoswka (2017), the composition of all competency groups (social, personal and professional) includes knowledge, skills, abilities and personality. Meanwhile, Bell, Lee and Yeung (2006) revealed that core competencies consist of four aspects, which include business knowledge, HR expertise, change management and technology expertise.…”

“…Meanwhile, Kreitstshtein (2017) created a competency model in digital banking, including legacy competencies, which are competence-related to legacy functions; shared competencies, where competence is played by advanced players; and emerging competencies, which is competence affected by current or upcoming trends. The results of the research done by Grzelczak, Kosacka and Werner-Lewandoswka (2017) in Poland found there are several employee competencies for various types of business activities, including interdisciplinary thinking and action, the process of knowledge growth, participation in innovative processes, problem-solving, personal responsibility for decision-making, social skills and communication, leadership, the ability to work process coordination, complexity of the scope of work and the ability to cooperate/interact with machines. Organizational performance and competitiveness depend on the management of employees.…”

A Study of the Human Factor in Industry 4.0 Based on the Automotive Industry

“…The demand for competences depends on the phase in which a given enterprise is situated. In [33], the results of the survey on key employee competences for the development of I4.0 in Poland were presented. An attempt was made to define which employee competences were important for the development of I4.0 in Poland companies and which competences should be developed.…”