## 5 Results
If we take the answers as points, from \"no one\" = 0 pts, to \"one\" = 5 pts, the results were surprising: the lowest level of the dependence of core persons was received for education (0.714 pts), a bit higher evaluation was shown for banking (0.833 pts), and the highest level of assessment of the personalities involved was obtained in IT sector (2.889 pts), the middle levels were obtained for chemistry (1.667 pts) and handicraft (2.0 pts). However, the statistical importance is only sufficient to clearly reject the null hypothesis for the banking sector and to support the conclusion about the preference for the absence of core persons in the organization (\(\chi^{2}\) = 2.750, significant with \(p\) = 0.05). The calculations for other two sectors permit to reject the null hypotheses with \(p\) = 0.1: education (\(\chi^{2}\) = 1.934) and chemistry (\(\chi^{2}\) = 1.861), but for IT sector (\(\chi^{2}\) = 1.812) and for handicraft (\(\chi^{2}\) = 1.630) the alternative hypotheses are not proven with sufficient statistical significance. \begin{table}
\begin{tabular}{c c c c c c c} \hline
**Answers** & **IT** & **Chemistry** & **Handicraft** & **Education** & **Banking** & **Total** \\ \hline A person is indicated as a core “asset” & 11.1\% & 0.0\% & 10.0\% & 0.0\% & 0.0\% & 4.4\% \\ \hline The 2–3 persons are crucial (names are given by the respondent) & 22.2\% & 0.0\% & 30.0\% & 0.0\% & 0.0\% & 11.1\% \\ \hline
20–30\% of human resources are crucial & 11.1\% & 16.7\% & 10.0\% & 7.1\% & 16.7\% & 11.1\% \\ \hline A half of staff are essential & 55.6\% & 33.3\% & 0.0\% & 14.3\% & 16.7\% & 22.2\% \\ \hline Everyone is necessary for the company & 0.0\% & 50.0\% & 0.0\% & 21.4\% & 0.0\% & 13.3\% \\ \hline No core person: everyone can be replaced in the company & 0.0\% & 0.0\% & 50.0\% & 57.1\% & 66.7\% & 37.8\% \\ \hline \end{tabular}
\end{table} 
Table 8: Distribution of evaluation of unique human resources of organization. To illustrate these data, a diagram was drawn up; the clear distinction is seen in the Figure 3, the answers about the existence of people who represent the crucial asset for the company are visualized in light-dark blue colors, and the answer \"no such core person in our company, everyone can easily be replaced\" is colored in red (see Figure 3):  
The chemistry and IT sector experts demonstrated the understanding of the importance of the \"producing\" personalities, who effectively manufacture the product and who are located in the center of the value creation chain. The results of Q6-8 support the hypothesis H3: the experts recognize the importance of the tacit knowledge that is presented in practices (Q6) and in human personal knowledge (Q7). Apparently, the data would allow us to conclude that the bigger the company, the less attention paid to the personalities and informal knowledge. However, the handicraft companies are small and medium business, according to the permanent staff numbers, and they invite freelancers as external manpower, especially, in the field of decoration and art. Despite the creative nature of work, the answers did not demonstrate the necessity to appreciate the work of people involved, the unique artists are not perceived as authors of masterpieces, chef d'oeuvres. The short or middle term of planning of human development in such companies is related to the use of gig economy and freelance. That explains also why in handicraft firms the core persons are the owners or top managers of the company (see Table 9). It is worth supposing that the explanations of the great sharing of the judgment \"Everyone can be replaced in the company\" can depend on the industry and the specific sense of the core value creating activity, i.e., in the crafts, the intellectual capital, both formal and informal, is concentrated in managerial issues (the art and artistic production can bring rent due to the profit-driven management).