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EXPERT INTERVIEW CHRISTIAN SCHOLZ has been professor of Business Administration and Economic Science at Saarland University since 1986. His controversial publi- cations (such as his latest book “Generation Z”) are dedicated to current trends in the world of work. Three questions for Professor Christian Scholz on the subject of change in the work environment and its effects on employer attractiveness What criteria are of particular importance for today’s job seekers when selecting an employer? For younger Generation Z applicants in particular, the focus is on a sense of well-being, security and structure. Naturally money, employer image and career perspectives count as well; however, compared with the slightly older Generation Y, these factors tend to take more of a back seat. Generation Z seeks reliability and wants a clear picture of what the tasks and the work place are like. How must companies react to these changed expecta- tions so as to be able to attract the right talent? ... and to keep them. It is somewhat paradoxical: Younger applicants no longer commit themselves either long-term or emotionally to an employer. If something bothers them, they’re gone. Yet they still seek an employer who promises them continuity for the next 30 years. Underlying this paradox in the case of Generation Z is a “Pippi Longstocking” romanti- cism. But there is also a clear turning away from the – by now exaggerated – trend toward exibility, agility and virtuality along with a turning toward a stabile, productive and more human form of sustainability. For companies, all this may be somewhat uncomfortable and seemingly not in keeping with the times, yet even so it is both right and important. processes have on today’s and tomorrow’s working worlds? Of course, digitalization implies an expansion of networking and automation. However, progressive digitalization can produce a multitude of different working environments. In this case, one should not let oneself be too easily convinced by the hype surrounding digitalization technology but rely rather more on the competitive advantage generated by the meaningful combination of digitalization and employee ori- entation. This is exactly what Generation Z will insist on gently but rmly, and that is a good thing: for economic success, ecology and people. Investments in the work place of the future “New Workspace” is the name for the new Lufthansa of ce world. After successful completion of the pilot phase, the Group introduced its new workspace model, which features basic components such as mobile of ce and home of ce options, in its administrative areas. The Lufthansa Group not only responds to the trend towards modern, virtual and adaptable working structures. It also adapts its working conditions to its employees’ increased mobility, their pronounced digital and social connectedness and their individual diversi cation. Now teams, project groups and departments in- creasingly work in virtual communities across the borders of departments and business segments. Insight into tomorrow’s working world was also provided by the HR Action Days at the Frankfurt location; in 2015 the focus was entirely on digitalization. In this context, employees were able to test inno- vations including a 3-D printer and “smart glasses” with integrated displays as well as a desk with integrated touch screen and other digital features. #DIGITALIZATION #NEWWORKSPACE Personnel strategy sets tomorrow’s course today Demographic change implies that staff in Europe will get increas- ingly older and that there will be a scarcity of younger quali ed employees. By applying strategic personnel planning, possible discrepancies between future staff levels and actual personnel needs can be determined and analyzed at an early stage – and thus the course for the future can be set early on. For this purpose, the aviation group combines qualitative and quantitative analyses in a dynamic model with a planning framework spanning up to 15 years. The Lufthansa Group’s personnel strategy focuses on the overriding action areas of the program “7to1 – Our Way Forward” so that the HR function consistently supports the strategic align- ment of the entire Group. #STRATEGY #7TO1

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