Key competences of industry professionals in the digital economy

Abstract

The ongoing digital transformation of the economic and social life of society has led to a change in the models of competence development, which are based on systematic knowledge about the nature of digital technologies, cloud computing and cognitive technologies, Big Data technologies, Internet of Things and "SMM-promotion". In the course of the study, the list of key competencies was defined and systematized which are in demand in the context of economy digitalization; additional competencies for specialists with a managerial position were identified; the list of significant features of the digital economy in the agricultural sector was expanded. It is noted that the interrelation and interdependence of social and technical processes of agrarian production determine the formation of hybrid competencies associated with the ability to analyze the impact of technological trends on the business processes taking into account industry-specific features; develop and implement solutions for digital transformation of production taking into account environmental and social risks of digitalization. Evidence-based analysis of empirical data obtained during online testing confirmed the relevance of the proposed digital competencies and revealed the majority of respondents' incompetence (except for IT-specialists) in the field of digital technologies application. The obtained results confirm the need to update the content of higher education professional educational programs and professional development of teaching staff in accordance with the needs of digital economy and can become a starting point for the development of continuous training system of industry professionals for the digital economy.

Pedagogical means of students training in conditions of agricultural complex digitalization

“…According to expert estimations, the process of decision-making is at an empirical-intuitive level: 32-35 % of decisions from the general number are accepted based on experience; 25-27 %on intuition; 3-5 %proceeding from a common position of the leader and only 30-35 %based on the analysis of the facts [13].…”

“…Thus, we come to conclusion that in each subject domain there is its own way of considered concept maintenances interpretation. Within the limits of our research, the process of decision-making is represented as a choice from a set of possible alternatives of an optimum way of an output from an uncertain (problem) situation in view of specificity and features of professional work [13].…”