Take Action – in four Key Issue Areas

To maintain their competitiveness and secure long-term advantage, companies need to innovate in their HR policies. The Initiative New Quality of Work offers knowledge and support for this in four key issue areas: Personnel Management, Equal Opportunities & Diversity, Health, and Knowledge & Competences.

Illustration comprised of text saying “Companies of the Future” as a roof over the four issue areas, which are presented as pillars underneath.

Fewer employees, a longer working life, new forms of cooperation and diverse teams – the labour market is undergoing some far-reaching and profound changes. Not only are employees increasingly faced with changing requirements – companies too need to re-align their personnel policies. The aim thereby is to maintain and develop the employability and work capacity of employees throughout their employment biographies. As a result, personnel strategies need to focus not just on linear career plans but, increasingly, on the personal situation of employees – on the person, not the employee, in a company.

For companies this requires a new way of thinking – one which goes beyond established ways. Drawing up and implementing individually tailored development and career plans enable a seamless entry, reorientation, exit and re-entry into the labour market. At the same time they ensure the spread of innovative knowledge throughout a company. In future, those companies which anchor this dynamism in their corporate culture will be better equipped to deal with the challenges they face. They will be able to draw on healthy and qualified personnel, motivated by fair, flexible and personalised development and work opportunities. As a result, a good corporate culture becomes a critical success factor for the innovation capabilities and attractiveness of an employer.

Building on this, the Initiative New Quality of Work has identified four key issue areas which characterise a competitively successful company of the future. Additionally, these issues are closely interlinked with each other in operational business practice. The key message: There is a clear return on investment in fair and reliable working conditions, and in the employability of employees. 

  • Personnel Management: Future-orientated personnel management reflects the strategic direction of the company as well as the individual needs of employees. It gives rise to new approaches to leadership, enhances ownership and independence amongst employees with regard to working time and work organisation, and centres on a life-cycle orientated approach to personnel management.
  • Equal Opportunities & Diversity: Increasingly, employers are called upon to further cultural, personal and social diversity amongst their employees, and to build heterogeneous teams.
  • Health: As employees get older and live longer, it is of increasing importance that the physical and mental health of employees is taken into account, with work-related stress and pressures minimised. Additionally, an employee-orientated corporate culture needs to be created.
  • Knowledge & Competences: To secure their competitive advantage, companies need to become learning organisations which both acquire new knowledge, and maintain existing knowledge which they make internally accessible.