## 4 Results
### Results of Expert Interviews
#### Human Resource Issues  
Negotiating the relationship between digital evolution and human resources is important for two reasons: On the one hand, many people are afraid that digital solutions and robots will lose them their jobs. This is possible, but it is necessary to show the possibilities for learning and doing a higher level of work, and the fact that the new technology makes work easier. On the other hand, other opportunities must be found for the workforce released due to robotization and automation, and not necessarily (only) at company level.  
Most interviewees have tried to introduce new technologies to their employees, and the need for them. There were cases where this proved to be sufficient--workers accepted and used the new tools and the new technology. However, there were also respondents who experienced resistance. Employees damaged the sensors and interface devices, or refused to follow the instructions. Due to the termination of the signal transmission, this emerged very quickly, and turned out to be a major cost. Therefore, in this company, they have shifted to an autocratic approach: Those who are unwilling to work with new tools, must find new jobs. Despite the resistance, large scale resignations have not occurred, even though it is an area with plenty of other industrial facilities (V1, V2, V3, V4 interviews).  
Informing employees should also mean telling them that their work is more closely monitored, and their performance directly affects (or will affect) the level of their salary. Good performance is therefore recognized, and poor performance can be analyzed and changed (V1, V3 interviews).  
According to PwC [28], the lack of digital culture and training is the biggest challenge for companies: \"We need creative people and people with strong analytical skills\" (V3 interview). One major challenge in the human resource area is to find and retain these workers. It is also very important that these disciplines develop dynamically, that is, training will also have to keep employees up to date: \"We have to add people to continuous learning\" (V2 interview).  
In the opinion of the leader of the V4 group, Industry 4.0 will also change organizational structure. Since much work is automated, mechanized, and robotized, trained workers will only be able to service these machines. Above them are machines directors, who program and maintain the machines on a daily basis. The next level is specialists who are experts in a process, analyzing data, looking for patterns, and writing algorithms and software for optimization. Above these will be a narrow leadership layer that will coordinate and steer processes, and this layer is expected to be less extensive than it is today (V4 interview).  
Investigating the relationship between human resources and digitization is also important for another reason, since humans can also be a resource from whom we want to collect data; not only about performance, which we then display in performance pay, but also on the characteristic ways they carry out work. This also raises serious data protection issues.  
At one of the factories in question, a pilot project is being planned, where workers are equipped with a wrist watch or a built-in sensor that always tells when and where they are in the plant and what they do (V3 interview). This method may present a legal problem in terms of the protection of personal data.  
According to the V2 system, a worker who logs into a machine for work immediately sees whether or not he/she has the right to perform a given production activity, and whether he/she has the necessary ability. If not, the system will direct him/her to an e-learning interface to quickly learn, for example, how to handle the machine in question: \"We call this the Digital Education Platform\" (V2 interview). Both methods serve to increase the productivity and efficiency of human labor, and the machines increase the opportunity to use Industry 4.0 possibilities.