Gerd Hartwig is an outstanding figure in the field of human resource management, with an impressive career at renowned companies. After studying Business Administration at the University of Münster, he began his professional career as an HR Officer and later Head of Management Development at Oetker’s central administration in Bielefeld. In 1980, he assumed global responsibility for Human Resources at Weidmüller. Following positions as HR Director at Deutsche Postbank AG and as a member of the Executive Board of the Federal Pension Service for Post and Telecommunications, Gerd Hartwig joined the agricultural machinery manufacturer CLAAS in 2004 as General Representative/CHRO. He held this position until his retirement in 2018 and played a key role in shaping the company’s global HR and organizational development during that time.

Even after his retirement, Gerd Hartwig continues to serve as an advisor to CLAAS and is active on supervisory boards and committees of employers’ associations, the Chamber of Industry and Commerce, the Higher Labour Court of Cologne, and the Advisory Board of the Faculty of Business Administration and Economics.

We spoke with Gerd Hartwig about his career in human resources, the challenges he faced over the years, and his outlook on the future development of HR management.

Mr. Hartwig, after completing your studies in Business Administration, what motivated you to pursue a career in human resources? Which steps were decisive for your professional advancement?

What attracted me was the holistic approach, the interdisciplinary nature, the complexity and diversity of topics: leadership, corporate management, teamwork, commercial functions, finance, treasury, taxation, legal matters, organizational development—to name just a few. It is a field with many facets and challenges. And, of course, the entrepreneurial work with and for people. Without the “human factor,” nothing works in a company or organization. Living this holistic approach with strong personal commitment and communicating it consistently was, in my view, the key to my professional success. I never saw myself as doing “personnel” in isolation; I always placed the entire company at the forefront.

What major challenges did you encounter in your role as Head of Human Resources at your various employers, and how did you overcome them?

On the one hand, there was the responsibility for individual people across all organizational units—recruitment, hiring, support, development, and exit processes. At the same time, it was necessary to balance collective interests among employers, employees, corporate and supervisory bodies, works councils, trade unions, associations, and public, academic, and political institutions. On the other hand, there were the societal and cultural changes over time—particularly internationalization. With headquarters in Germany, several plants across various European countries, in North and South America, and production and sales companies in Asia, operations extended worldwide. Different cultures and mentalities had to be brought together to form one company with its own corporate culture and history—creating unity, identity, strength, and lived identification. This was not always easy, but it was achievable: “All together.” All of this applied regardless of company size, location, or legal structure—whether a publicly listed corporation or a family-owned business. The benchmark for personnel management, or today’s HR, must always be set at the highest level.

What motivates you to continue working as an advisor even after your official retirement, and what insights do you share with companies?

I have always enjoyed my work. My retirement is meant to be an active one—I am not the type to sit in an armchair. As an advisor, coach, or board member, one can and should pass on the knowledge, experience, and conflict-resolution skills gained over many years to those who are active and younger—thoughtfully and in a balanced manner; not in a know-it-all way, never unsolicited, but when needed. Many things repeat themselves; there is no need to constantly reinvent the wheel. In the past, I was more directly involved; now I see myself as a mentor. However, this should not interfere with my personal plans to continue traveling to distant countries and experiencing the world during retirement.

How do you see the future development of human resource management, and which competencies will be particularly in demand in the coming years?

In my view, the frequently discussed role of human resource management has always been—and must remain—a top entrepreneurial responsibility, combined with social and administrative functions. If HR is not anchored at the top management level, something is wrong. Additional challenges lie in changing generational values, increasing political shifts, and ever-growing internationalization. And, of course, the significant influence of social media and the rapidly expanding use of artificial intelligence must not be underestimated.

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