28 Changing working worldFrom my perspective, this provides both advantages anddisadvantages. On the one hand, it allows us to present ourperformance as a company much more effectively in internationalmarkets thanks to transparent, computer-aidedtender processes. On the other hand, I believe that theurgency of effective data protection is still underestimatedby many people. We also see changes required by newEU laws, for example on leased labor, to which we atHARTMANN have to respond.Dr. Bauer: Just starting my career, I notice that a highdegree of flexibility is expected from employees today –both geographically and in terms of time and also withregard to topics. Couples living in different places onlymeeting on weekends is considered almost normal today.Those who serve customers around the world should ideallybe constantly reachable. Today, companies are oftenlooking for generalists who are familiar with many issues.There are a growing number of fixed-term work contracts.However, frequent job changes make it difficult to planlong term. By the way, I have noticed that mothers nowreturn to work very early after child birth – sometimes evenafter a few weeks or months. In my opinion, companiesshould focus more intensively on this development.So the requirements for employees become more and morecomplex – yet, at the same time, the work force is agingmore rapidly. How does HARTMANN face these challenges,and what does this mean for the employees?Schwarz: This is clearly an important subject. Technology isadvancing rapidly, and especially older people often haveproblems with this. Years ago, it was possible for HART-MANN to employ almost anyone in production; today,pre-qualification and constant advanced training are absolutelynecessary. While younger staff interact with newtechnology in a more natural way, older people often haveto overcome their resistance first. HARTMANN provides awide range of advanced training programs for free, butmore private commitment will also be required in this areain the future. In production we work in four or five shifts,but this is only possible until a certain age. Also here, thequestion is: how do companies address this issue, and howcan individuals properly deal with it, for example, withlifetime working accounts.Dr. Bauer, what do you think companies should doto make themselves more attractive as an employer tohigh-potential workers of your generation?Dr. Bauer: I find it very important that companies offerlong-term prospects to help employees with their planning.Why is it, for example, that trainee contracts are oftenlimited to one or two years? I would like to see a change inthis. Other expectations of mine, such as future-orientedinternational and interdisciplinary careers that help employeesto remain competitive, are already well met atHARTMANN. In particular, the culture of appreciationpracticed in the company and the excellent individualdevelopment opportunities make HARTMANN veryattractive in my opinion.“There are a growing number offixed-term work contracts.However, frequent job changesmake it difficult to plan longterm. By the way, I have noticedthat mothers now return to workvery early after child birth –sometimes even after a few weeksor months. In my opinion,companies should focus moreintensively on this development.”
HARTMANN GROUP 29“Companies should also ask themselves whathuman resource potential is available incompanies, and how can it be best used.”Keyword knowledge transfer: how does HARTMANN ensurethat the know-how of older employees leaving the companyremains in the company? What experiences do you havewith mentoring and knowledge management?Schwarz: At HARTMANN, knowledge management isbeing practiced on all levels. In production, for example,we make sure that machine operators frequently switchbetween machines to maintain flexibility in their work. Inadministration, cross-generation workgroups are formed toensure the transfer of experience and values. Beforebooking external seminars, we pre-check with a qualificationmatrix as to whether the relevant knowledge cannot beshared between employees too.Dr. Bauer: Under the trainee program, each trainee isassigned a personal mentor. This is an experienced managerwho supports us in personal and professional issues andwhose experience is of benefit.And what do you consider the key staff managementissues of the future?Dr. Bauer: Flexible work-time models are an importantissue, including support for families, long-term perspectivesas well as good health management and attractive elderlybenefitmodels. Furthermore, I would like companies tobecome more flexible in selecting job applicants.Schwarz: I see a great challenge in taking on managementroles. For example, managers should be encouraged toprovide regular feedback. Companies should also askthemselves what human resource potential is available incompanies, and how can it be best used. The individualstrengths of employees could then be combined moreeffectively for specific projects.Personal detailsDr. Iris Bauer joined the Corporate Trainee Program atHARTMANN in 2009. Within this framework, the environmentalscientist with a Ph.D. has already addressedproduct development issues and developed communicationtools related to environmental sustainability of disposablesurgical products for International Marketing.Working with an external consultant, she is currentlyassessing the environmental performance of variousHARTMANN products.Wolfgang Schwarz has been with HARTMANN for morethan 40 years. He began his career as a maintenance fitterand afterwards worked as a full-time Works CouncilMember before becoming Chairman of the Works Councilin April 1990 and also Chairman of the European WorksCouncil in 1995. Wolfgang Schwarz has also been amember of the Supervisory Board of PAUL HARTMANN <strong>AG</strong>since 1993.