Nachhaltiges Human Resource Management im Kontext der digitalen Transformation - Chancen und Handlungsfelder für die deutsche Versicherungswirtschaft vom Online-Vertragsabschluss bis zur digitalen Schadensbearbeitung

This dissertation deals with the increasing importance of sustainable HRM against the back-ground of the effects of digitalization in the german insurance industry. This places the focus on an industry reference that is missing in other research on the topic and is not taken into central consideration with regard to certain industry specifics.

Sustainable HR management is introduced as a solution approach for the challenges that german insurance companies are facing, particularly as a result of the digital transformation. The importance of artificial intelligence for the world of work is also taken into account. The aim of this dissertation is to develop a model for the implementation of sustainable HR management in the german insurance industry.

The dissertation first presents the current digitalization developments in the insurance industry, focusing on topics such as digital claims processing and the online conclusion of contracts. With a view to these topics, an empirical study is then evaluated.

With regard to the potential of sustainable HRM for german insurance companies, the dissertation shows that the implementation of sustainable HRM has not yet begun in practice. The dissertation therefore comes to the following conclusion: In order to overcome the future challenges in the insurance industry and, for example, to create human-digital teams and handle claims processing using AI, insurance companies would have to be at higher levels of digitalization, sustainability and sustainable HRM at the present time. For the future, insurance companies should therefore focus their business activities more strongly on sustainable HRM. The potentials and possibilities of how this can be achieved are presented and worked out as recommendations for action and potentials for practical application.

The sustainable HRM model was developed for this purpose, into which all nine recommendations for action were incorporated. In addition to the nine recommendations for action, this model can also take into account the digitalization of processes. The three sustainability criteria are also part of the model and also form the framework for implementation. The dissertation thus makes a fundamental contribution to the development of further practical examples for the implementation of digital-human teams in companies.