However, personnel policy can only be successful if it is oriented towards economic realities. The demonstrable contribution to value creation and thus to corporate success should always be at the forefront of personnel policy activities. Regulations at national and European level do not sufficiently address the needs of companies or employees and therefore generally have a negative impact on company personnel policy. Nor must the scope for action in company personnel policy be restricted by an increasing number of
in the field of personnel management. This would violate the autonomy of collective bargaining guaranteed by the Basic Law (Article 9 (3) GG).
Personnel policy 4.0 is actively shaped
Increasing digitalization, which is being accelerated once again by the Corona pandemic, will have a lasting impact on HR policy. For many employees, working with mobile devices has become an important tool in achieving a work-life balance. Mobile working makes it possible to significantly improve the work-life balance through greater flexibility in terms of time and, in particular, space. Very many companies therefore also allow
, without the need for a home office entitlement.
For example, commuting times or attendance times can be reduced. Last but not least, young recruits expect their future employer not to take away the flexibility of their natural use of smartphones and the like by overregulating them. More and more employees find it important to be able to work flexibly. And Generation Y in particular often even consciously decides against a strict separation of professional and private life in favor of more working time flexibility. For Leadership 4.0, this means reconciling the need for mobility in terms of location and time with the need for the organization to be present in order to ensure, for example, analog communication within the team. This requires a modern