Аңдатпа
Introduction. The rise in use of digital technologies challenges the structure and quality of human capital in the agricultural sector. Traditional work functions are being replaced by the growing need for digital competencies, data management skills, analytical tools, and resource management systems. Modern research in the field of knowledge economics confirms that in the context of digital transformation, human capital is becoming the key resource for innovative development and productivity growth. Goal. The study aims to analyze the transformation of human capital in the agricultural sector of Kazakhstan in the context of digitalization and to develop a comprehensive model for the formation of digital competencies of employees, focused on improving the efficiency, adaptability and sustainability of agro-industrial production, as well as ensuring the food security of the country. Materials and methods. The study uses systemic and institutional approaches, methods of comparative and structural analysis, as well as content analysis of regulatory and strategic documents, including the Digital Kazakhstan and the National Project for the Development of the Agro-Industrial Complex until 2027 programs. The empirical base was compiled by statistical data from the Bureau of National Statistics of the Republic of Kazakhstan, materials from the Ministry of Agriculture of the Republic of Kazakhstan, as well as data from the FAO and relevant international organizations. To interpret the results obtained, the logical-structural method and expert assessment methods were used, which made it possible to form a structural and functional model for the development of digital competencies of agricultural sector workers. Results and discussion. There has been a significant increase in the level of education and expansion of digital competencies of agricultural sector workers: the share of specialists with digital skills increased from 2.1% in 2015 to 14.8% in 2024. The share of enterprises that have implemented digital technologies increased almost sevenfold and reached 28.9%. At the same time, persistent regional inequality has been revealed, with the gap between the leading and lagging regions reaching a threefold value. The main barriers to digital transformation are related to limited infrastructure development, insufficient coverage of digital learning programs, weak integration of educational institutions with agribusiness, as well as low motivation of employees to master digital technologies. A structural and functional model for the formation of digital competencies has been developed, including institutional, educational, professional and evaluative blocks that provide a systematic approach to staff training and increasing their adaptability to innovative processes. Conclusion. The digital transformation of human capital is considered as a strategic factor in increasing competitiveness and sustainable development of the agricultural sector in Kazakhstan. Effective implementation of digitalization requires strengthening the regional digital infrastructure, integrating educational programs with the needs of agribusiness, expanding access to digital learning, and systematically monitoring the level of digital competencies of employees.