Developing

1. Well-being at work: factors increasing and decreasing well-being in care work The Quality of Substitute Care Well-being at work – a happy affair? Satisfaction – productivity – worsening of work life Developing Individual and work community points of view Early intervention, joint responsibility Pertti Laine 3/2008 Tukkk, Porin yksikkö

2. Everybody benefits.... Well-being at work – a happy affair? National economy by better productivity, employment rate and a sustainable social security system Employers by better productivity and lesser costs Work communities and superiors by more harmonious work communities and better committed employees Individuals by better health and happiness and work as a balance for personal life Why is it then that not everyone is eager to work for the same goal or try and go the easy way...? Pertti Laine 3/2008

3. Well-being at work is related to the fundamental basics of work life: work load, factors concerning the contents and meaningfulness of work, work environment and leadership – the challenge may easily seem too big. It is easier to arrange Nordic walking activities. Work life is after all steered following the logic of fast gains: the above mentioned fundamentals require time as well as investments It is possible yet very difficult to produce permanent lifestyle changes on an individual level – cf. challenges for the public health (cigarettes, alcohol, fat, physical exercise) We don’t know how and can’t be bothered to perform long-term developmental processes. Projects come and go and are never finished… Lack of time dominates all development Why is it then that not everyone is eager to work for the same goal or try and go the easy way...? Pertti Laine 3/2008

4. What does well-being at work mean? What do you think when you hear the words ”well-being at work”? What does well-being at work mean? Pertti Laine 3/2008

5. What does well-being at work mean? Usually people think of well-being at work as an emotional state... ”Well-being at work is being happy about coming to work in the morning” ” Well-being at work is being able to succeed and be proud of one’s work” ” Well-being at work is ever facing new challenges and having the chance to learn new things.” ” Well-being at work is a feeling of making a difference and having the respect of others” (Lähde: Otala & Ahonen 2003) Pertti Laine 3/2008

6. What does well-being at work mean? Usually people think of well-being at work as an emotional state... ”... that you don’t check the time every five minutes to see when this torture is going to end... but there being something... You don’t have to love your job but you’ve got to enjoy it enough to be able to be there...” (chief shop steward, process industry) ”... that you’re not upset about going to work.... You shouldn’t spend your day waiting for the clock to hit two so you can get out of there... It shouldn’t be about waiting to get home... just so you like it enough to hang in there...” (safety representative, process industry) Pertti Laine 3/2008

7. Well-being <–> Happiness ”A happy human being”, consider the following: A human being has an eudaimonistic urge to be happy. This urge steers our choices either consciously or unconsciously. Which are the most important happiness factors in Finland (EVA report 2005 / Nars 2006) Which are the most important happiness factors for you /your group? Pertti Laine 3/2008

8. Groups 1 2 3 4 1 2 3 4 The most important happiness factors in Finland (EVA report 2005 / Nars 2006) • Family life, good family relationships • Good health • Good friendships and relationships in general • Love: to love and to feel loved • Safe minimum income • Interesting work, pleasant work place • Permanent, safe work place • Relationship with nature, enjoying nature • Learning and experiencing new things, self-improvement • Leisure, interesting hobbies • Good income, wealth, high standard of living • Spirituality, relationship with God • Good status, social respect • Social participation, a chance to influence Pertti Laine 3/2008

9. Well-being <–> Job satisfaction Job satisfaction Organisational atmosphere • changes rapidly • a reaction to a dominant situation • Consider the following: • Do you know the satisfaction rate • at your work place? • How is satisfaction measured / monitored • at your work place? • What are the consequences of measuring? • Atmosphere studies: • in 2006 a work atmosphere inquiry • had been made at 70 % of work places • (56 % in 2003) • a development project at 58 % of • work places (44 %) • The most active inquirers: finance • (94 %) and public administration (84 %) • Big work places more often than small ones Pertti Laine 3/2008

10. Changes at work place: 46 % Clear objectives 72 % - only 4 % quite seldom or never; enough discussion on objectives 78 % Adequate flow of information 71 % (no change) Good relationships between fellow employees 81 % (no change) Help and support from superiors 57 %; managerial interest in employees’ health about 50 % Unconstrained and pleasant atmosphere 83 % - tense and strained 15 %, improved situation from 1997 to 2006 Mental violence 3 % of men and 6 % of women Satisfied with their work 80 % - 5 % unsatisfied Well-being <–> Job satisfaction Some observations on organisations and atmosphere (Työ ja terveys report 2006) Pertti Laine 3/2008

11. Worsening of work life – lack of time? According to work condition studies (1977-2003) the best description of change during the past 25 years is increase in pressure at work and the lack of time Change has differentiated: in 1970’s industrial work was the most rushed – in 2000’s it’s the health care work The inconvenience brought about by the lack of time has continued to increase in social and health care occupations and the municipal sector in general The increased lack of time is not a purely Finnish phenomenon – there is increase in the whole of EU. Finland is the second most rushed country in the EU. In the whole of EU the most rushed field is the hotel and catering industry Alasoini (Tykes): the psychological work agreement is breaking down Pertti Laine 3/2008

12. Question 15 (QPS). Do you have too many work tasks ? 50,0 % 45,0 % 45,0 % 40,0 % 35,0 % Industry 1 30,0 % Industry 2 25,0 % Industry 3 20,0 % Social work for the elderly 12,5 % 15,0 % 10,0 % 7,1 % 3,2 % 5,0 % 0,0 % 1 Quite often / very often or always Worsening of work life – lack of time? The experience of the amount of work in various industries and social work for the elderly Pertti Laine 3/2008

13. Healthy No medication but examining the reasons Maintaining the ability to work Unfit for work Fit for work Motivation, accommodating measures Treatment and rehabilitation Ill Worsening of work life? Illness – health and ability to work – disability to work are very much empirical and subjective 38 per cent of employees suffer from some chronic illness Pertti Laine 3/2008

14. Worsening of work life? Work exhaustion Signs of work exhaustion include extensive exhaustive fatigue, a newly cynical attitude towards work and a lowered sense of professional achievement In 2001, 25 % of employees suffered from mild work exhaustion The sick absenses of those with major exhaustion may become long: on average 64 work days for men and 50 for women Work exhaustion is often related to physical and mental illnesses, for instance 50 % are depressive, 47 % have a musculoskeletal disorder, 28 % have a cardiovascular disease (Source: researcher Kirsi Ahola, TTL) Pertti Laine 3/2008 Tukkk, Porin yksikkö

15. Development of work, objectives and settings and adjusting them to individual resources A developing strategy A comprehensive strategy development of well-being at work Both are developed simultaneously Supporting the physical and mental coping of individuals An adjustive strategy Development strategies Pertti Laine 3/2008

16. 1 Your well-being Individual point of view Task 1. Estimate the state of your work contents and work load. Answer a few questions. Työhyvinvointi on iloinen asia...? Pertti Laine 26.04.2007

17. Työhyvinvointi on iloinen asia...? Mapping your state very seldom or never quite seldom some- times quite often very pften or always Meaningfulness of work and chances of influence 1 2 3 4 5 1. Do you find your work meaningful 2. Can you influence issues related to your work: work contents, pace of work, pauses, etc. 1 2 3 4 5 Work load and control of work 1 2 3 4 5 1. Do you have too many tasks at work 2. Are your tasks too difficult 1 2 3 4 5 Your ways of life and life management On a scale of 1 to 10 (10 = best possible situation), estimate how well you manage the following areas of life 1-10 How do you feel about the comprehensive situation of your coping and well-being at work? Scale it from 1 to10 (10 being the best possible) • healthy eating habits • physical exercise • weight control • sufficient rest and sleep • integration of work and family life Your estimate: Approximately how many hours per week do you work (include overtime and work you do at home) Hours Pertti Laine 3/2008

18. Meaningfulness of work? Very often or always (4,1) 5 Do you have a chance to influence? Very often or always 4 Very seldom or never 1 2 3 4 5 (2,8) 3 2 1 Very seldom or never Pertti Laine 3/2008

19. Very often or always Too difficult tasks? (1,85) 5 4 3 Too much work Very seldom or never 2 Very often or always 1 2 3 4 5 (3,34) 1 Pertti Laine 3/2008 Very seldom or never

20. 1 Work contents Your well-being High meaningfulness of work Eg. some functionaries Eg. nursing and caring Little chance to influence Great chance to influence Eg. process and production line work Eg. certain service work Low meaningfulness of work Individual point of view Pertti Laine 3/2008

21. Työhyvinvointi on iloinen asia...? Individual point of view 1 Factors affecting work load Your well-being Little control of work Medium load Heavy load Small amount of work Great amount of work Small / under- load Medium load Great control of work Cf. stress theory: there is too much work or work-related stimuli are too difficult Pertti Laine 3/2008

22. Työhyvinvointi on iloinen asia...? Individual point of view: developing care work High meaningfulness of work 1 Your well-being Meaningful / monotonous work Little chance of influence Great chance of influence / heavy work load Heavy load (rush) Great control of work Challenges in nursing and caring: how do you develop well-being at work in these situations? Moderating the amount of work, resourcing – developing control of work competency Managing your own well-being work: no one else knows how heavy your work load feels to you – ultimately you are responsible for your own health Development of leadership Development of work (modes, division of work, methods) and work context (work shifts, physical environment, relationships at work) Pertti Laine 3/2008

23. Työhyvinvointi on iloinen asia...? Individual point of view: personally liable development Developing an individual’s ways of life: diagnosis as starting point Subscales of screen testing • Work vision • Sleep • Nutrition • Weight control • Physical fitness • Life management, stress and load Pertti Laine 3/2008

24. Työhyvinvointi on iloinen asia...? Individual point of view Individual report on ways of life Work vision Boundaries Target’s score Target *does not* want further examination related to this subscale You have not been identified with problems or disorders causing significant risks within this subscale and therefore further examinations are not necessary. However it is possible to choose further examinations to receive more detailed information on the subscale. Sleep Boundaries Target’s score Target would like to engage in further examinations related to this subscale You have been identified within this subscale with such problems of which the causes should be clarified by further examinations in order to avoid more severe problems. Pertti Laine 3/2008

25. Työhyvinvointi on iloinen asia...? Individual point of view Organisational report Subscales of screen testing Life management, stress and load Physical fitness Weight control Nutrition Work vision Sleep Pertti Laine 3/2008

26. Have you thought of taking up healthier ways of life in some area (eg. exercise, weight control, healthier nutrition, quitting smoking, cutting down on alcohol, moderating the amount of work, increasing the amount of sleep and rest?) What kind of change have you thought of? ____________________________________________________________________ ________________________________________________________________________________________________ 1) Source: Prochaska et al 1994, Can you identify at which phase of change you are at the moment? Preconsideration You cannot see the problem or need for development yourself. Those close to you or other people see that you should change your life and bring it up sometimes. You feel awkward about it and try to avoid the discussion. Consideration You want to get rid of your present ways of life and plan to change your ways of life in the future. You understand the importance and significance of change, but are not ready to commit to the change. Preparation You have decided to start the change ”next month”. You have told other people about it and thus made it public (at least to your closest). However, you are not sure whether you can stick to your decision and complete the change. Action You have started the change and have been able to maintain the process for some time. You still have a feeling you will need support and there is a chance you may not make it. Maintenance You have been able to maintain the process for at least half a year. You no longer feel dependent on outside support (close people, group, professional support etc.). Your self-confidence regarding a successful change has grown. Completion You have been able to maintain a new way of life for a long time (1 to 5 years) and the change has become a part of your normal way of life. You no longer feel tempted to return to your old behaviour and pressure or sudden changes in your life will not make you return to your old ways. You are content about your success. Työhyvinvointi on iloinen asia...? Individual point of view: developing ways of life Pertti Laine 3/2008

27. Your well-being – the well-being of the work community = Development of working life or quality of working life with a focus on well-being at work +/- Situation of life in general (family, close relations, livelihood, etc.) +/- Your state of health Your living habits Your personality and characteristics +/- Issues related to work environment (noise, temperature, quality of air, ergonomics, surroundings, etc.) Insecurities about career and work (contingent work, certainty of employment, change agents regarding your position) Well-being at work A subjective and comprehensive state of emotion +/- Issues related to leadership (the superior’s style of leadership, support, rewards) +/- Work-related issues (content of work, work load, skills, etc.) +/- Issues related to work community (relationships at work, the spirit at work, etc.) +/- These factors may both decrease and increase well-being +/- +/- Pertti Laine 3/2008

28. Työhyvinvointi on iloinen asia...? Your well-being – the well-being of the work community 2 Well-being of work community Task 2. Evaluate the state of your work community using the evaluation scheme. Justify your opinions: which are the greatest well-being challenges at your work? Pertti Laine 3/2008

29. Comprehensive mapping of well-being at work: organisation’s situation The fundamental question: how aware are we of the state of well-being in our organisation and how well are various factors managed? 1) First evaluate the comprehensive situation of well-being at work at your organisation: grade it on a scale from 0 to 10 (0 = very bad... 10 = the best imaginable) Then arrange the factors mentioned from 1 to 8 according to how much this factor decreases well-being at your work place (the factor placed on the first place decreases the most, etc.) Specify your evaluation by giving examples of the three factors that most decrease the well-being and answer further questions about the state of management and follow-up of the mentioned factors 1) In case there isn’t enough information, the methods of evaluation should be improved. In case there isn’t enough management, new ways of management should be innovated. Pertti Laine 3/2008

30. Comprehensive mapping of well-being at work: organisation’s situation Organisation: 2 Integration of work and personal life: a working culture that supports comprehensive well-being 1 Health and living habits 7 3 Issues related to work environment Insecurities about work (threat of dismissal, contingent work, change etc.) Well-being at work Present 6 Work-related issues: content of work and work load, new challenges Issues related to leadership and employer policies, rewarding, motivation, etc. 4 8 5 Other issue, specify: Issues related to work community: interaction and relationships Pertti Laine 3/2008

31. Comprehensive mapping of well-being at work: report form: practical examples of the three factors that most decrease well-being Form 1b Factor no. Health and living habits. Description of factors: Questions to discuss: • Do we use a reporting and • follow-up system on health? • (Of what quality?) • How well do this system and • dialogue with management work? • Are the staff offered support on • their living habits? (What kind?) • How is occupational health care • organised and are resources • adequate? 1 Factor no. Integration of work and personal life. Description of factors: Questions to discuss: • What is our work culture like: do • people constantly work over hours? • What is our discussion culture like: • can the integration of work and • personal life be discussed; can one • safely discuss with superiors about • coping at work? Do we actively find • out about how people feel about • retiring, for instance? 2 Insecurities about work. Description of factors: Questions to discuss:: Factor no. • How secure do people feel • about the continuity of work; • are there on-going re-organisational • processes? • How were past changes • experienced: what kind of personnel • policy was adopted (dismissals, • benefit packages, etc.)? 3 Pertti Laine 3/2008

32. Comprehensive mapping of well-being at work: report form: practical examples of the three factors that most decrease well-being Factor no. Questions to discuss: Work-related issues: work load, contents, settings, learning. Description of factors : • Are we aware of people’s • expections / experiences regarding • work (work load, work contents, • new challenges) • How about expections / • experiences regarding work • settings (working hours, shift work, • chance of influence; telework)? • How have we prepared for the • demands of competency transfer? 4 Factor no. Questions to discuss: Issues related to work community. Description of factors : • Are we aware of the spirit and • social state of the work place? • (Monitoring?) • How do we support and promote • good atmosphere and • collaboration? 5 Questions to discuss: Issues related to leadership and employer policies. Description of factors : • Are we aware of the state of • leadership at the work places? • (Monitoring?) • How do we support and promote • good leadership? • Which tools are available to our • superiors for the management of • well-being at work and • competency? • How well do reward systems work • and are people satisfied with them? • How do we support the superiors’ • coping at work? Factor no. 6 Pertti Laine 3/2008

33. Comprehensive mapping of well-being at work: report form: practical examples of the three factors that most decrease well-being Factor no. Questions to discuss: Issues related to work environment. Description of factors: • What are the states of our • occupational safety tasks and the • monitoring and development of • our accident prevention? Are the • occupational health resources • adequate for developing the work • environment? • How does the occupational safety • and health promotion collaboration • work (occupational safety committees etc.) 7 Questions to discuss: Description of factors: Other factors • What other factors decreasing • well-being at work do you identify • and well are they managed? 8 Pertti Laine 3/2008

34. Problems concerning working capacity and their treatment Työhyvinvointi on iloinen asia...? Problems concerning work community Problems concerning life situation Problems concerning health Problems concerning work Flawed skills, wrong assignment / career choice Mapping the state of the work community Supportive discussions Conflict between work and capacity Aslak TYK Medical education • Measures at • workplace, work • arrangements • temporary • permanent • ergonomics • tools • environment Education Career planning Job rotation task exchange Is there threat of incapacity of work Guidance to counselling Developing work community • Examinations, • treatment • healing • care • symptomatic • treatment • - support Can the threat be lessened through vocational education Employment pension rehabilitation • Vocational education • Replacement • same employer / elsewhere • Retraining (Source: medical expert Mari Antti-Poika, Eläkeyhtiö Varma) Pertti Laine 3/2008

35. Managing well-being at work Työhyvinvointi on iloinen asia...? Management system (large organisations) Small scale improvements Radical innovations: Innovation workshop • working capacity activitites • early support models • occupational health care developing the contents and methods of work, inclusion Occupational safety etc. Diagnoses and measuring Developing employee policy and strategy, rewarding Supervisor performance development Education, competency development Anticipation and personnel planning Work community development Tukkk services Pertti Laine 3/2008

36. Active early intervention Työhyvinvointi on iloinen asia...? Parties in well-being at work: Superior Colleagues Individual Human resources unit Occupational health care Occupational safety, elected officals organisation Pertti Laine 3/2008

37. Active early intervention Työhyvinvointi on iloinen asia...? When to intervene... A clear change is noticed in a person’s work behaviour The employee’s productivity or quality of work has begun to decline Colleagues are worried or complain about the employee The employee has trouble committing to work hours The employee’s behaviour shows signs of alcohol or drug abuse The employee’s working capacity is not at par with work requirements or a decline in working capacity is noticed, eg. behavioural or attentiveness problems The employee has conflicts with one or more colleagues or conflicts at work constrain the energy people need at work Someone feels harassed or discriminated at work The quality, efficiency, or flow of work are becoming weaker Pertti Laine 3/2008

38. Active early intervention Työhyvinvointi on iloinen asia...? ”Active early intervention is caring about a person. An employee has the right to choose and refuse, if they do not want to be looked after. In this case one should respect the individual’s decision and their individual choice. In any case they have been given a chance to receive help and shown that they are respected as an employee.” Worth considering: why do we not intervene even though we know it would also benefit the individual? Pertti Laine 3/2008

39. Joint responsibility for well-being Työhyvinvointi on iloinen asia...? Developing well-being at work is such a challenging issue that it requires a development approach with joint responsibility and commitment from each party. Development process, project Managerial company responsibility • Apart from joint responsibility and • joint commitment the following • partial responsibilities • can be identified: • managerial company responsibility • or responsibilty for well-being at work • as a contributor for the company’s • long-term success • superior’s practical leadership • responsibility and attending to the • well-being point of view • work community’s joint responsibility • for the well-being of its’ members • individual’s responsibilty of their well-being; • management of one’s own well-being Superior’s leadership responsibility Work community’s joint responsibility Individual’s responsibility Pertti Laine 3/2008

40. Työhyvinvointi on iloinen asia...? Developing well-being at work Joint responsibility... comprehensive developmental measures... individual’s own responsibility Pertti Laine 3/2008