HR-Glossar
New work
What new work means, which concepts and working models belong to it and where the opportunities and limits lie – with origins, examples and tips for both sides.
1. What is New work?
New work stands for modern, flexible and self-determined forms of work made possible by digitalisation and social change. The term goes back to the social philosopher Frithjof Bergmann; his original conception was more radical than what is discussed under the label today, and aimed at work that you "really, really want". The core elements:
- Flexibility – more control over working time, place of work and way of working.
- Self-determination – tasks and projects are shaped with more autonomy.
- Meaning – work should be fulfilling and allow personal development.
- Technological support – digital tools support productive work.
- Collaboration – teamwork across hierarchies and the exchange of knowledge.
Where classic working models rest on rigid structures, fixed hours and top-down decisions, new work builds on flexibility, ownership and digital support.
2. Origin and development
The term was coined by the Austrian-American social philosopher Frithjof Bergmann in the 1980s – as a response to growing automation and the changing world of work. Bergmann stressed that people should not only work to earn money but also to realise themselves.
3. Core principles and how it works
Agile working
Methods such as Scrum, Kanban and design thinking make an iterative, flexible and customer-oriented way of working possible.
Flexible working models
Working from home, remote work (independent of location) and hybrid work (a combination of office and remote).
Self-determined work
Companies increasingly build on ownership and decentralised decision-making.
Collaboration and use of technology
Tools such as Microsoft Teams, Slack or Miro support collaboration across teams and locations; cloud technology, AI and automation carry the implementation.
4. Who is New work relevant for?
Companies gain in attractiveness as an employer, in productivity, in capacity to innovate and in retention. Employees gain more freedom and room to shape their work and can reconcile work and private life better. Managers and HR face new tasks: HR creates structures to retain talent over the long term; leadership becomes an enabler that supports rather than controls.
5. How it differs from related terms
- Employer branding – new work positions companies as modern employers.
- Employee experience – a flexible, motivating environment shapes how employees experience work.
- Work-life balance – flexible times and places improve how the two fit together.
- People development – self-determined learning, e-learning and microlearning gain in importance.
6. Variants and adaptations
- Future of work – forward-looking trends such as automation, AI and new working models.
- Work 4.0 – the digitalisation and transformation of work in the fourth industrial revolution.
- Remote first – a company model built entirely around remote work.
7. Advantages and challenges
Advantages
- Higher employee satisfaction
- Greater attractiveness as an employer
- Increased capacity to innovate
- More freedom and flexibility for employees
- Higher motivation through meaning
Challenges
- The risk of work and private life blurring into one another
- Less personal interaction
- Demands cultural change and digital transformation at the same time
8. Best practices for implementation
An example and the recurring answers
SAP builds on agile working and flexible working models, Google encourages creativity through flexible working environments, Automattic (WordPress) works entirely remotely with a high degree of employee autonomy. The recurring patterns: trust instead of control, clear communication with suitable collaboration tools, and a company culture that carries the change.
Looking ahead
AI and automation take on repetitive tasks, and the four-day week is being trialled as a model for a better work-life balance. Occupations with a high degree of routine lose weight, creative and social occupations gain.
9. Tips for employers and employees
For employers
- Encourage the cultural change actively
- Establish transparent communication and clear processes
- Provide the digital infrastructure
For employees
- Improve self-organisation and time management
- Set clear boundaries between work and private life
10. Conclusion
New work is far more than a buzzword – it describes a fundamental change in the world of work. Companies that open themselves to it benefit from greater attractiveness as an employer and from motivated, more loyal teams; at the same time they have to master digital transformation, cultural change and the balance between flexibility and structure. For employees, new work means more freedom, ownership and meaning – and at the same time growing demands on self-organisation, digital competence and further learning. New work is not a rigid concept but a dynamic process. The central question remains: how do we want to work in future?
Sources
- Research on work and organisational design (opens in a new tab)
- Research on the labour market and employment (opens in a new tab)
Related terms
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