The SMART skills 4.0 project addresses the transversal skills shortage with respect to the capacity to think autonomously and creatively, to manage complex information, use resources, including digital ones, smartly, communicate effectively and innovatively, integrating digital progress into the new Business 4.0 models.
Given the challenges of workplace digitisation, our project fits into the 1st priority of Renew EU Agenda for HE by tackling future skills mismatches and promoting excellence in skills development. It addresses the horizontal skills mismatches with particular regard to forward thinking skills (i.e. mixt of digital, cognitive and social skills) of students, teachers and workforce in sustainability-relevant sectors posed by Business 4.0 which further enable their fully engagement in society as responsible and productive citizens working in a technology-rich environment.
The project commits a series of activities which channel transformational change for a coordinated response of education to the complex social issues in a digitalize world, strengthening cross–sectoral cooperation between education, training and practices. It addresses the need for shared values, personal fulfilment, sense of initiative and intercultural competences, civic and responsible behaviour to drive sustainable Business 4.0 to contribute to well-being of local community.
The SMART skills 4.0 project targets developing and transferring collaborative learning practices that shape complex skills for higher education students and practitioners involved in blended learning sessions to foster intelligence skills for sustainable Business 4.0 creation, and HE teaching staff trained to design and deliver future-oriented curricula for forward thinking skills needed to resolve complex social issues. It entails the involvement of a multicultural frame of transnational stakeholders in knowledge exchange for innovation in education and training.
Project key governance principle:
1) The decisions are based on trust, openness, and constructive communication.
2) The partnership shares an internal communication network as openness and constructive as possible.
3) The responsibilities for conflict resolution rely on the coordinator and on the leaders from partners.
4) The partnership commits a proactive style to avoid the escalation process: whenever necessary, each leader identifies the causes of conflict and acts to resolve the issues.
5) Communication for reporting and monitoring is done on scheduled basis in TPM for coordination purpose and on quarterly basis in local meetings.