In a changing world, for employers as well as for employees, adaptations are inevitable. Old structures become inadequate or don't matter anymore, new structures, if emerged sufficiently, don't replace the old ones without comment. This makes those responsible for HR-management, at the top-level administration as well as at executive level, face unprecedented challenges.
Where until now, Key Performance Indicators (KPIs) contained the promise of command and control, values created in and for employees are emerging more prominently.
A few objectives simply remain valid: employees' productivity and added value must remain and preferably enhanced, and loss by sick leave and talent loss have to be prevented or at least kept at a minimum level.
That is why in HR efforts, the accents are increasingly redirected towards employee support, working hour policy, working at home, working ergonomy, training and mentoring and above all, the employment of techniques and programmes for the help for well-being and stress management. The intertwining of work and home situations advances.