Ensure resources and ways of operating

Every workplace needs clear ways of operating to support personnel’s work ability and prevent disability. Effective work ability management requires clear resources, roles and operating models. But where to begin?

Ensuring resources for effective work ability management

Effective work ability management requires sufficient resources. Not just money, but an entire package that combines time, expertise and the right people. The most important thing is that the organisation’s management is committed to supporting personnel’s work ability through agreed ways of operating. When the company’s management shows, through their actions, that work ability matters are a priority, other resources fall into place more easily.

Time as a resource is needed especially by supervisors. They are responsible for practical work ability management on a daily basis, and their competence in it should be ensured. It is important to make sure that supervisors have time to support personnel at work.

Supervisors are at the forefront of work ability management, and they need time to keep track of employees’ work ability and react to early signs.

A cost-effective way of arranging work ability management is to focus on prevention and early intervention, because it is always cheaper than to treat prolonged work ability problems.

Clear roles and responsibilities in work ability management

Effective work ability support requires clear roles and responsibilities at all levels of the organisation. If responsibilities are not clearly assigned, important work ability matters are easily overlooked, or information fails to reach the right people. Roles and responsibilities should be clarified in the organisation also to ensure that nothing is neglected.

Who is responsible for what?

Management

Management is responsible for work ability management and for making it a strategic priority in the organisation. Management’s role is to ensure that the organisation has effective practices for managing work ability matters. Management must have an understanding of the organisation’s work ability situation so that work ability goals can be set for the entire organisation, resources can be allocated to the necessary measures, the implementation of those measures can be followed up on and their impacts can be assessed.

HR

HR personnel are the work ability management co-ordinators. They develop operating models, keep track of their implementation and offer support to supervisors. In practice, HR is often in charge of the co-operation with OHC and insurance companies, and offers expert assistance in difficult situations.

Supervisors

Supervisors have a very important role, as they work most closely with the employees. Supervisors are tasked with, for example, ensuring that employees’ work goes smoothly, identifying work ability problems early, bringing up issues for discussion, supporting employees’ return to work and adapting job tasks as needed.

Employees

Employees are responsible for promoting their own health and for bringing up work ability challenges they may face. Effective work ability management is based on open interaction, which gives employees a sense of safety and encourages them to talk about their work ability issues.

Occupational health care (OHC)

OHC acts as an expert partner who helps with health-related matters and offers information about preventive measures. Clear processes should be agreed on with OHC, especially for keeping track of long periods of sick leave.

Early care practices should be part of the company’s normal activities. A good approach is to detail work ability support practices, for example, in an early care model, which every employee can then refer to for guidance in how to act in different situations.

The earlier a work ability problem is addressed, the easier it is to resolve. It is especially important to discuss matters with the employee if challenges begin to arise in their work. The supervisor should bring up work ability issues whenever an employee shows signs of a potential problem, such as repeated short absences, changes in the quality of their work, or workplace isolation. The discussion should be prepared for carefully, and it should focus on concrete observations.

The organisation should have clear sick-leave procedures in place, such as how absences are to be reported and to whom, when to submit a sick leave certificate, what to do if sick leave is prolonged, and a description of the return-to-work procedures. Remember to:

Clearly state the sick-leave procedures in writing
Agree on the procedures for returning to work together with OHC
Make sure that supervisors and personnel know the procedures

Returning to work after a long sickness absence is a critical phase that has a significant impact on the returning employee’s work ability. Support for returning to work should be planned carefully already during the employee’s absence to ensure a smooth transition back to work.

A carefully planned return-to-work process helps prevent new sickness absences and helps the employee integrate back into working life.