Developing Sustainable Human Resource Policies for Industry 5.0 in Manufacturing industry by using Fuzzy Logic–Based Evaluation of Training Needs

Akriti Singh, Research Scholar; Shikha Singh, Associate Professor; Prashant Tripathi, Professor of Practice

doi:10.21844/smsjei.v12i01.30005

Akriti Singh, Research Scholar Management Studies Department, MMMUT, Gorakhpur
Shikha Singh, Associate Professor Electrical Engineering Department, MMMUT, Gorakhpur
Prashant Tripathi, Professor of Practice Management Studies Department, MMMUT, Gorakhpur

DOI: https://doi.org/10.21844/smsjei.v12i01.30005

Keywords: Sustainable Human Resource Management; Training Needs Assessment; Multi-Criteria Decision-Making; Human-centric manufacturing etc.

Abstract

Industry 5.0 extends earlier digitalization efforts by emphasizing human well-being, customization,
resilience, and long-term sustainability as core industrial goals rather than focusing solely on automation
and connectivity. In this environment, Human Resource Management (HRM) must craft sustainable and
future-oriented policies that keep employee capabilities aligned with fast-moving technological and
societal shifts.
Industry 5.0 training needs must also be addressed within governance arrangements that protect human
dignity and strengthen workers’ voice. From this angle, training does not merely offer a technical remedy for
skill gaps; it also signals how organizations intend to treat their employees as disruptive technologies are
introduced.
This study proposes an integrated framework that employs a fuzzy multi-criteria decision-making (MCDM)
approach to identify training priorities and to order sustainable HR policy options suitable for Industry 5.0
settings. Building on work in Industry 5.0, sustainable HRM, fuzzy decision methods, and training
evaluation, the paper develops a conceptual fuzzy MCDM model for training-needs diagnosis and shows, in
principle, how it can be used in organizational practice.
The framework is designed to accommodate ambiguity in expert opinions, integrate economic,
environmental, and social dimensions, and yield actionable guidance for recruitment, capability
development, work and job design, and employee well-being initiatives. The paper concludes by
highlighting implications for HR practitioners, main constraints of the approach, and avenues for
subsequent empirical validation.