Work Ability Management Overview for large workplaces

• Please select a contact person from your organization to be responsible for the use of the tool.
• The contact person orders to their email an organization-specific survey link and a link to view the organization's report from the tool's website.
• The contact person will share the survey link with the appropriate respondents. At least 10 respondents are required to ensure privacy protection. The survey link is valid for 21 days from the date of ordering the links.
• Each respondent responds to the survey independently. Completing the survey takes about 10 minutes. The survey must be completed at once.
• Once enough responses have been received, the contact person for the workplace can view the organization-specific report using the report link. The report link will be valid for 60 days. Save the report for yourself during this period.
• Method cards help in developing work ability management based on the results.

Guidelines for utilising the results

• Pay particular attention to the areas and questions labelled red and yellow.
• Use the method cards provided to support development.
• Discuss proposed solutions, for example in a joint workshop.
• Agree on how to carry out the development
  • schedule and responsible persons for measures
  • follow-up and evaluation

The survey is answered anonymously. The organization can only view the results as averages, and only based on large enough samples that individual respondents cannot be identified. A minimum of 10 respondents is required to report data at the organization or unit level.

The responses are collected in the Louhin service of the Finnish Institute of Occupational Health (FIOH). Individual respondents can't be identified. The experts of the FIOH use the stored group-level data for describing work ability management practices in different sectors. The data are used in the communications of the FIOH, and data may be reported as descriptive distributions, for example, on the website of the FIOH.

Strategic nature of work ability management

• Taking care of work ability is a key part of an organization's strategy, culture and values.
• The work ability of the personnel is promoted in accordance with multidimensional concept of work ability, considering health and functional capacity, competence and motivation.
• The management has set clear and measurable objectives for work ability management.
• The management has defined metrics for tracking objectives.
• The executive team monitors the indicators of work ability management and decides on the necessary measures regularly.
• There is enough time and human resources for work ability management.
• Occupational health care is an engaged and interactive partner in work ability management.

Knowledge-based management

• There are proactive indicators for monitoring work ability management, such as employee turnover, competence needs and customer satisfaction.
• There are useful descriptive indicators for monitoring work ability management, such as well-being at work, sickness absences and accidents.
• The implementation of work ability management is monitored regularly.
• Costs caused by work disability, such as sickness absence, accidents and disability pensions, are monitored regularly.
• Data created by the workplace and occupational health care is analyzed and monitored as a whole.
• Information on matters related to managing the personnel’s work ability that the management receives is adequate to support their decision-making.
• Information on matters related to managing the personnel’s work ability that the supervisors receive is adequate to support their decision-making.
• Our organization has agreed on procedures for handling survey results and planning measures.
• The effects of work ability management are assessed regularly.
• The effects of occupational health co-operation are assessed regularly.

Operational models and implementation

• Our workplace has well functioning models of work ability support (e.g. early intervention model).
• Clear responsibilities and tasks have been defined for work ability management.
• Active and proactive measures are taken to reduce the workload.
• Adequacy of personnel is anticipated.
• Any incidents that occur are dealt with on a regular basis.
• Our workplace supports the development of professional competencies.
• The Early Support Model for work ability is in active use.
• The underlying causes of sickness absences are addressed actively.
• There are ways to modify work (e.g. reduced work, reduced working hours).
• Work is modified, if necessary, to reduce sickness absences and to facilitate returning to work.
• Competence related to work ability management is strengthened regularly.

Information flow and collaboration

• The personnel receives information about plans and decisions concerning work ability management regularly.
• The flow of information related to work ability management is smooth between different actors (management, supervisors, HR, occupational safety and health, employees).
• Internal collaboration between different actors (management, supervisors, HR, occupational safety and health, employees) related to work ability management is fluent.
• Collaboration with occupational health care is implemented following agreed practices.

Organizational culture

• A sense of community is promoted at our workplace.
• Trust is promoted at our workplace.
• Employee engagement in planning and decision-making of work ability support activities is encouraged at our workplace.
• Work-life balance is promoted at our workplace.
• Diversity of personnel is considered in work ability management.
• Work ability management considers employees at different stages of their lives and working careers.

Estimate on the state of work ability management

• Let's assume that a workplace's ability management can at best receive 10 points: what score would you give your workplace's current ability management on a scale of 0-10?