The article's subject is the definition of areas where space is created for targeted workforce management and its successful implementation within the Industry 4.0 concept. In most cases, if we talk about the performance of Industry 4.0 elements, the investments of enterprises are primarily directed to the area of production, information and communication technologies, research and development, not to the formation of specific competencies of Work 4.0 and support for the implementation of human capital in practice. It is generally assumed that introducing Industry 4.0 will mean a lower need for labour for the enterprise, which will be replaced by a higher degree of automation and robotization. It is essential to recognize that human participation will still be required in work systems that are more automated and digitized, but that humans need to be sufficiently prepared for the changed way of doing work. The digitalization of the economy is not only creating new jobs and occupations but is also creating the need for new skills for employment. Employees will need to be willing and able to continue to learn and acquire new skills. It is essential to work with the workforce in the enterprise and gradually equip them with the missing skills and abilities. Several analytical methods were used to obtain the analytical background to identify areas of investment for companies in Industry 4.0 and to identify threats and risks associated with implementing Industry 4.0. An important component was the perspective of the affected employees and their perception of disadvantages within Industry 4.0. The analysis findings are used to understand better the workforce status in the enterprise and the gaps where space is created for workforce development in the changing needs of industrial enterprises in the Industry 4.0 environment.