In August, we organised a workshop in Tampere for HR personnel from our client organisations, with the theme "Information is key". In the workshop, we discussed what work ability information is needed at different levels of the organisation and how this information is utilised in workplaces. We also discussed the challenges and opportunities that managing with information brings and how it could be developed. According to the participants, effective reporting systems and the commitment of different parties promote the utilisation of information, making it seem as important and worth investing in. Often, the challenge has been the fragmentation of work ability information, as it is in several different systems, which means time is spent collecting information and the analysis remains superficial.
We also discussed how different target groups, such as management, supervisors, HR and the work community, use and monitor work ability information. We realised that the need for work ability information is different in different roles. Management needs predictive and actual information to support strategic decision-making. Supervisors need more targeted work ability information to identify work ability risks in their team and for early intervention. HR needs comprehensive work ability information for planning, implementing and monitoring work ability measures. The work community needs work ability information to build and maintain a work ability culture. To get a complete picture, both quantitative and experiential information is needed.
To ensure that organisations have sufficient information about the work ability of their staff, it is important to collaborate and have a dialogue with the staff. We discussed together, among other things, what forums and channels exist or are needed to share and process work ability information in collaboration. The most common forums were different management teams, working and occupational health groups, as well as information sessions aimed at supervisors and staff.
The workshop's output was diverse and interesting. We heard examples of how predictive and actual information has been utilised in the organisation and what has resulted from it. For example, monitoring sickness absences and the early intervention model have helped identify work ability risks and address them in time. Also, the results of employee surveys and occupational health reports have been useful in planning and targeting work ability measures. Work ability information has also enabled the anticipation and preparation for future developments, such as the age structure and the work ability of young people.
Managing with information has many benefits, such as basing actions on facts, without forgetting the utilisation of experiential information. With information, it is possible to identify the risks of losing work ability and facilitate the planning and targeting of work ability measures to risk groups. In addition, managing with information enables the anticipation and preparation for future developments, avoiding too late reactions to upcoming situations and work ability problems. Managing work ability with information is therefore important - for the individual, the work community and the organisation.
Varma has published a mapping tool for managing with information for its customer organisations. The tool helps understand the level of the organisation's work ability management with information and how it can be developed in the future. The aim of the mapping is to support the organisation in promoting work ability and managing disability risks. You can find the tool in the Work Ability section of Varma's e-service.