Structural change leads to a need for action at company level, e.g. with regard to training. An increasing shortage of labor and skilled workers is making it more difficult to find suitable personnel and retain them in the company. The demands that employees place on companies are changing and are also becoming more diverse. Employees appreciate the good working conditions in German companies - a good HR policy can ensure that this remains the case in the face of new challenges. Added to this are the opportunities offered by digitalization, which have received a boost during the coronavirus pandemic, particularly in the area of mobile working, and are supported by HR departments through suitable framework conditions and training opportunities.
The success of a company's HR policy is reflected, among other things, in good working conditions and employee satisfaction. German companies traditionally perform well in this area - also in an international comparison.
Demographically sound HR policies, talent management, a conscious approach to diversity and an increasing focus on life phases, including work-life balance , are effective responses to an ageing society and a shrinking workforce. For example, mixed-age teams, the transfer of experiential knowledge and workplace health promotion have long been an integral part of company HR policy, and not just in large companies. Small and medium-sized companies in particular often impress with innovative HR policy concepts and keep their employees in employment for a long time.
For many employees, mobile working has become an important tool for reconciling different areas of life, saving commuting time and allowing work to be scheduled more flexibly. Companies are therefore also enabling mobile working where it is possible and sensible, without the need for a legal entitlement. However, in order to fully exploit the benefits of mobile working, modern working time legislation with flexible working hours is required. For managers, this means reconciling the desire for flexibility in terms of location and time with operational requirements. For example, innovation and team cohesion are inconceivable without regular personal contact. At the same time, approaches to flexibilization and agile working approaches must be developed for activities that cannot be carried out remotely. This can prevent a split in the workforce.
The support of HR work through HR tech applications is still in its infancy in some cases. The potential for automating routine work and improving the quality of decisions through data analysis is huge. Over-regulation, such as that which threatens to nip innovation in the bud at European level for AI applications in HR management.