præview - The magazine for innovative job design and prevention 

praeview 4/2015

„Participatory development of services for electric mobility“

How can innovative advances in the field of electro-mobility be triggered and new services emerge that the customers actually want, and establish themselves sustainably on the market? Project KIE-Lab: Customer Innovation Lab electro-mobility - Customer-Driven Development electro mobile bridge services, is dedicated to finding answers to this question. KIE-Lab is formed of the research institute for innovative work design and prevention (FIAP) eV in Gelsenkirchen in cooperation with the Dortmund Energy and Water Supply GmbH (DEW21) and Gaus GmbH Dortmund; it has been funded by Bundesministerium for education and research since the end of 2013 (FKZ01FE13050 / 51).

The present edition of præview gathers the initial results of the joint project KIE-Lab and other, neighbouring research projects in the funding priority "service innovations for electric mobility", which has been promoted since 2013 by the BMBF and supervised by the promoter of Work and Services.

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praeview 3/2015

„Working world of tomorrow - The Future of Work Research“

Good work research today develops solutions for the problems of the working world of tomorrow. We need to develop the economy and society intellectually, and conceptually always be some years ahead to identify possibilities for work that will span the breadth of the requirements in the future working world. This is a view into the future of the working world and of the primary tasks of research work itself.

Therefore, this issue of præview will look forward to the future world of work. However, it should not only be a matter which will be technologically feasible but also what is socially desirable. Designated work researchers from various disciplines have described in their own respective perspective the future of work and the demands on a formative research work.

The authors dedicate this issue to the contributions of Ilona Kopp and Dr. Claudius Riegler, who cared for various priorities and projects over many years in connection with their work at the Project Management Agency "of Work and Services". They have prepared many issues, accompanied many scientists in the project work and directed and shaped so all the work research.

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praeview 2/2015

Work and Skill management in the digital World

The BMBF has targeted some of it´s research funding towards the operational management of competencies, focusing on holistic approaches of linking work, organizational and personnel development. The main question of the project "Functional competence management in demographic change" as part of the research and development program, Working, “Learning and Skills Development. Potential for Innovation in a Modern Working Environment", has been researched since the end of 2013. With special reference to digitization - whether as introduction of new technological and organizational workflows or as a learning related media-assisted form of work process – this issue describes selected collaborative projects and their objectives, approaches and first interim results.

The new issue of præview "work and competence management in the digital world" was presented at the BMBF conference "work in the digital world" on 28 and 29 May 2015, bcc, Berlin.

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præview 1/2015

Fewer, older, innovative – New methods for training, skills development and qualifications for demographic change

Preserving the innovative ability and to strengthen it is a key success factor in global competition. The demographic change in Germany has changed the workforce structure in companies to a great extent and thus exacerbated this trend, because the demographic structure of the workforce, it’s skill level and motivation have a decisive influence on the innovative success of company. In this respect it is important, both for targeted innovation processes qualify employees of all ages and to train their skills.

The focus-group, „Competence and skills development for demographic change“, has been dedicated to this task in recent years. The focus-group is formed of five BMBF funded research institutes, which are all working on projects under the same theme. With design-oriented contributions the stakeholders contribute to the sustainably of innovation and ensure the competitiveness of German companies through demographic change. As a result the combined project group has developed different methods, concepts, instruments and tools for overarching innovation management, which have been practically tested. The præview publication allows participating project partners from industry and science to present selected results of their project work.

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præview 3/2013

Intergenerational Balance – Demographic challenges in the French and German workplace

When you consider the challenge of demographic change in France and Germany you cannot fail to see the difference. Over the last decade France has seen a high and stable fertility rate, which has been comprehensively supported by both forward looking families and the government model for family and professional, which has also effected the gender balance positively. In Germany the historically dominant single-earner family model has been in decline for the last 2 decades, not only the result of a low fertility rate, but also the negative impact of gender equality. Between 2010 and 2050 the population in France is projected to rise by 9 million (to 71 million), over a similar period in Germany the population is due to shrink by 10 million people. Through demographic change in the working world, both nations expect a significant shift working age, the following figures express this: In France the proportion of over 64 year olds will rise from 16.5% in 2007 to 27.5% in 2050, in Germany the forecast is even worse with 19.9% of people over 64 in 2007 rising to a projected 33.2% in 2050; the effect of a constantly increasing life expectancy. The consequences for both nations are different in many ways. However they both have the similar goals, to maintain economic competitiveness, to provide social balance and to ensure that that the aging population can continue to be a fully included part of society.

Topics inside the first bilingual edition of præview are:

• Dempgrpahic change in France and Germany and the effect it has on the job market.

• How companies can include older employees in France and Germany.

• Problems and opportunities of intergenerational cooperation in France and Germany.

• Solutions for a better integration of neglected groups due to demographic change.

• Scientific and open discussion about “the youth” and “the elderly” in the innovation process.

With contributions from Philippe Castel, Michèle Dion, Marie Jégu, Rüdiger Klatt, Marie-Françoise Lacassagne, Isabelle Migliore, Patrizia Politelli, Uta Sanchez-Mayoral, Silke Steinberg, Anne Thevenet-Abitbol, Rainer Thiehoff, Heike Zimmer.

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præview 2/2013


„Participatory work design in an aging society”

Experience or shape change

We will work more differently

The Elderly are unemployable indispensible in the job market.

These are the key massages from the economic year 2013, “The demographic opportunity“. The point is not to fight against of demographic changes, rather the opportunity to identify them and use them to best advantage.  

From the perspective of research into labour practice there is always useful and important direction; what is most important anyway: the people in the companies, who with their creativity and experience, their commitment and motivation, their competence and their perseverance and how this will build and shape the German economy and business market.

The præview 2/2013 has devoted itself to the roll of the employee in process change, and their importance in demographic change. Renowned authors from academia and industry describe their experiences and concepts towards the participation of employees in decision making and the planning processes in companies, introducing the models and tools and warning against the exploitation of participation.

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præview Nr. 1/2013


"Innovation in the Intergenerational Dialogue: The demographic opportunity"

The demographic challenge has arrived for most employers in Germany. The average age in German companies will grow considerably in the coming years and the highest number of employees will fall into the 45 to 60 year old bracket. While it was often the younger workers who had the impulse of innovation, due to higher interaction with the new technological developments, going forwards, increasingly, the middle-aged and older must take over this task. Creativity and innovation are thus increasingly the "tasks of the elderly". Companies will undergo internal restructuring so that older and younger employees can work together successfully. Many companies are seeing a future not only full of problems but also many opportunities.

The ‘German Federal Ministry for Education and Research’ with the programme: Working – Learning – Skill development (Innovation and demographic change). supports the combined project and focus group for careers as drivers of demogrpahic change; DEBBI, GenBa, iNec and Pinowa, as well as the neighbouring project DemoScreen and ‘indigho a common goal’, through interdisciplinary, design-oriented research that fosters innovation design innovation in a modern world and the implementation of careers in business.

In præview 1/2013 the first reports of the ongoing research were published: demographically orientated models of organisational design, concepts of personal development and procedures for identifying innovation potential of older employees, will assist in producing a sustainable environment which fosters innovation, particularly in terms of older employees.

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præview 4/2012


„Learn from the best - Innovative staff development in the police“

In the search for innovative models of staff development most of us would first at look the large DAX companies, or for example at the international environment of high-tech industries and multinational companies. But few of us would think to look at the German administrative organisations for such innovation. This is a huge oversight, when the public employers can be the biggest platforms for pioneering new strategies and coping with demographic change.

Due to the high stability/longevity of the jobs (for example civil servants) for some public sector personnel, whilst the dynamic aspects of the task can remain high, demographic change, in particular an aging work force, is not necessarily a completely new challenge. Highly complex and innovative solutions to the problem have been employed, and these can be geared to operate in large industrial and service companies.

Examples from Police forces in various German regions illustrate personnel development and the use of specific police service strategies when it comes to recruitment, gender and diversity, promotion of women, leadership models, health management, personnel selection and development in this particular "service sector".

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