Relevanz für die Praxis

The Work Ability Model –
relevance in practice
Prof. Dr. Juhani Ilmarinen, FIOH, Helsinki
Age Management in Innovative Regions,
Berlin, 17-18.10.2006
One of the greatest
challenges for the
societies:
Living longer but
working shorter
2
What´s the problem?
•
•
•
•
•
•
•
•
•
•
•
•
Ageing
Globalisation
New technology
Management
Working life
Health
Competence
Attitudes and values
Employment policy
Exit policy
Early retirement
Something else?
3
The problem is…
• not ageing!
• but
• the early retirement
• Early retirement reveals the difficulty of
creating a healthy, safe, secure and
positive working life as people grow
older.
4
Why should we work longer?
•Work life must be lengthened for
the sake of society
•Can we afford growing older?
•Higher employment rates and
lower dependency ratios are the
base for good older societies
5
Innovative concepts and solutions
• Age Management
• Employability
• Work Ability
• Promotion of Work Ability
• Age Management Coaching
6
Levels of AgeManagement
PROBLEMS / POSSIBILITIES
MEANS / SOLUTIONS
RESULTS / AIMS
- age management
- promotion of physical,
mental and social resources
- improving health
- developing competence
- coping with changes
- participating
- better functional
capacities
- better health
- better competence
- better work ability
- less exhaustion
- lower unemployment risk
- better quality of life
ENTERPRISE - productivity
- competitiveness
- sickness absence
- tolerance for change
- work organization
- work environment
- recruitment
- age-management
- individual solutions
- co-operation between
age groups
- age- ergonomics
- work-rest schedules
- flexible working times
- part-time work
- tailored competence -training
- better total productivity
- better competitiveness
- less sick leaves
- better management
- competent manpower
- better image
- lower work disability costs
- attitudes toward
work and retirement
- age- discrimination
- early retirement
- work disability costs
- retirement costs
- health care costs
- dependency ratios
- age-management
- changing attitudes
- preventing age-discrimination
- improving age-concious
work policy
- changing age-concious
exit policy
- less age-discrimination
- later retirement
- lower unemployment costs
- lower health care costs
- better national economy
- higher wellfare
INDIVIDUAL
SOCIETY
- functional capacity
- health
- competence
- work motivation
- work ability
- work exhaustion
- unemployment
7
EMPLOYABILITY
• SOCIAL AND HEALTH SERVICES
• INSTITUTIONS
EMPLOYABILITY
WORK ABILITY
- Human Resources
- Work Conditions
ECONOMIC WELL-BEING
HUMAN WELL-BEING
EMPLOYMENT
POLICIES
- Employment Policy
- Education Policy
- Exit Policy
- Social protection
8
Society
Relatives,
friends
Family
Work Ability
Work
Environment
Content and Demands
Community and Organisation
Management and Leadership
Values
Attitudes
Motivation
Competence
Knowledge
Skills
Health
Functional Capacities
9
Work ability index (WAI)
WAI Class
WAI
50
49
exellent
45
43
40
36
35
good
moderate
30
27
25
poor
20
15
Carrot project 1998, N=729
10
7
5
15
25
35
45
55
65
Age, yrs
10
11
14.
Unternehmen X
ABIKategorie
schlecht
mäßig
gut
Sehr gut
Arbeitsunfähigkeit
pro Jahr/Person
7.086 €
3.000 €
1.557 €
857 €
Krankenstandskosten
pro Jahr/Person
3.571 €
1.257 €
643 €
200 €
12
Health promotion (OHS)
Physical exercise
Healthy lifestyles
Ergonomic and
safe work places
Decrease of
physical work load
Work-rest schedules
PROMOTION
OF
WORK ABILITY
45+
Psychosocial work
environment
Age management
Flexible working
time schedules
Updating skills and knowledge
New technology, computer skills
New work ability demands
GOOD WORK ABILITY AND HEALTH
PROFESSIONAL PROFESSIONAL COMPETENCE
GOOD PRODUCTIVITY
AND QUALITY OF WORK
GOOD QUALITY OF LIFE
AND WELL-BEING
GOOD RETIREMENT ABILITY,
MEANINGFUL, SUCCESSFUL,
AND PRODUCTIVE
'' THIRD AGE ''
13
Verbesserung der Arbeitsbedingungen
Verbesserung von
Arbeitsgerät und
Mechanik
Verbesserung der
Ergonomie
Verbesserung der
Hygiene
Verminderung der
Belastung durch
Arbeitsgerät
Verminderung beim
Heben und Tragen
Personal (n = 812)
Management (n = 882)
Verminderung
chemische Gefahren
0
10
20
30
40
50
60
70
80
90
Prozent
MWA Barometer 2001 / FIOH
14
Verbesserung der Teamarbeit und der
Arbeitsorganisation
Verbesserung Planung
/Qualitätskontrolle
Zunahme Kooperation /
Beteiligung
Klare Darstellung Ziele des
Arbeitsprozesses
Verbesserung Kommunikation
Entwicklung Führungsverhalten
Zunahme Verantwortung /
Unabhängigkeit
Zunahme von "feedback" /
sozialer Unterstützung
Verbesserung Anerkennung für
Personal
Verbesserung
Arbeitsorganisation und -teilung
Stärkung von Kontrolle /
Krisenmanagement
Management (n = 882)
Verbesserung flexible
Arbeitszeit
Personal (n = 812)
Verminderung von Zeitdruck
und Arbeitshetze
0
10
20
30
40
50
60
70
80
90
Prozent
MWA Barometer 2001 / FIOH
15
Verbesserung der Handlungskompetenz
Unterstützung der
Handlungskompetenz
Training Benutzung der
Arbeitsmittel
Qualitätsbewußtsein
Training der Teamfähigkeit
Management (n = 882)
Personal (n = 812)
Training der
Arbeitsplanung
0
10
20
30
40
50
60
70
80
90
100
Prozent
MWA Barometer 2001 / FIOH
16
Gesundheitsförderung
physische Aktivitäten
andere Hobbies
Rehabilitationsmaßnahmen
Management (n = 882)
Personal (n = 812)
gesündere Ernährung
Rauchen und Alkohol
0
10
20
30
40
50
60
70
80
90
Prozent
MWA Barometer 2001 / FIOH
17
Arbeitsfähigkeit nach Ilmarinen
Arbeitsfähigkeit
(ABI)
50
Individuelle Gesundheitsförderung, Ergonomische Maßnahmen,
verbessertes
Führungsverhalten
sehr gut
45
gut
40
mäßig
Nur individuelle
Gesundheitsförderung
35
schlecht
30
Keine Maßnahmen
25
20
40
45
50
55
60
65
Alter (Jahre)
18
Jo rma Rantane n FIOH
Economic appraisal
• Over 200 companies of various size from different
branches
• Method: Tervus Economic Appraisal
• Benefit / Cost ratio variation between 3 and 20
• Benefit: Reduction of absenteeism and work
incapacity 50%, increase in productivity 50%
S o urc e : Be rg s trö m and Aho ne n 2000
1
Singapore 2000
26th International Congress on Occupational Health
19
AGE MANAGEMENT
Definition
Consideration of age-related factors affecting both
white and blue collar employees in the daily management,
design, and organization of individual work tasks, as
well as the work environment, so that everybody,
regardless of age, feels empowered in reaching both
personal and corporate goals.
20
Integrationsmodell des AgeManagements
Nachfrage
Input
Verarbeitung
Führung/
Management
Output
Angebot
tuotos
Wissen über Alter(n)
Eva Tuominen, FIOH
21
Gemeinsamkeiten und Unterschiede der
Versionen für Vorgesetzte und MitarbeiterInnen
1.
2.
3.
Hintergründe
und
Handlungsbedarf
Wissen übers
Alter(n)
Entwickeln von
Gestaltungsmaßnahmen
Vorgesetzte
Vorgesetze
gemeinsam
MitarbeiterInnen
MitarbeiterInnen
22
Was sollten Vorgesetzte übers Alter(n)
wissen?
1. Gegenwärtige und zukünftige Altersstruktur im Betrieb
2. Beschäftigungsgrad und Abhängigkeitsrate
3. Konzept der Arbeitsfähigkeit
4. Arbeitsfähigkeit und Wirtschaft
5. Altern und Produktivität
6. Altern und Gesundheit
7. Altern und Wachstum der geistigen Fähigkeiten
8. Altern und Leistungsfähigkeit
9. Altern und Lernen
10.Altern und Autonomie am Arbeitsplatz
11.Prävention von Altersdiskriminierung
23
"Arbeit und Alter" – Schulungsinhalte (2)
2. Wissen übers Alter(n) (30 %)
Gesundheit &
Arbeitsfähigkeit
Lebensphasen
Altern
Lernen
Einstellungen
Teamarbeit
Führung
Balance
von
Arbeit
und
Leben
gemeinsam
24
"Arbeit und Alter" – Schulungsinhalte (3)
3. Entwickeln von Gestaltungsmaßnahmen (50 %)
Fachliche
Qualifikation:
Maßgeschneiderte
Weiterbildung,
Transfer von
stillem
Wissen,
MentorInnen
Gesundheit:
Arbeitsschutz,
Betriebsärztlicher
Dienst,
gesundheitsförderliches
Verhalten
Soziales
Umfeld im
Betrieb und
Unternehmensstruktur:
Arbeitsorganisation,
Flexibilität
Führen:
Diversity
Management,
Zusammenarbeit in
altersgemischten
Teams
Balance von
Arbeit und
Leben:
Familie,
Freizeit,
Lebensübergänge
AltersIntegriertes
Arbeitsleben:
Individuum,
Unternehmen,
Gesellschaft
– den Vorteil
aller im Blick
Vorgesetzte
gemeinsam
MitarbeiterInnen
25
There has been arranged age leadership training for management (interview of management)
40
33
29
20
20
19
15
11
0
%
1998
Private sector
2001
Municipal sector
Governmental sector
MWA Barometer 2001 26
/ FIOH
Need of reforms for an ageing worklife
• Attitudes towards ageing must be changed
(an attitudinal reform)
• The awareness level of managers and
supervisors in age-related issues needs to be
improved (management reform)
• Better age and life course-adjusted and
flexible working life is needed (work life
reform)
• Health care services should meet the
increasing needs of older workers (reform of
health services)
27
Towards a Longer Worklife!
Ilmarinen, J. (2006).
Towards a Longer Worklife!
Ageing and the quality of worklife in
the European Union
Jyväskylä: Gummerus
www.ttl.fi/kirjakauppa
28
Belief in ability to continue to work in the same job at 60 years of age among over -45-yearmen in 2000 in the European Union, listed according to prevalence of the belief from the highest
to the lowest.
Denmark
Netherlands
Sweden
Germany
United Kingdom
Austria
Ireland
Italy
Spain
Finland
Belgium
Greece
Luxemburg
France
Portugal
EU15 countries
0
10
20
30
40
50
60
70
80
Kuva 114. xls
90 %
29
Belief in ability to continue to work in the same job at 60 years of age among
in the European Union, listed according to prevalence over-45-year-old women in 2000
of the belief from the highest to the lowest.
United Kingdom
Denmark
Netherlands
Austria
Luxemburg
Sweden
Germany
Finland
Italy
Ireland
Spain
Greece
France
Belgium
Portugal
EU15 countries
0
10
20
30
40
50
60
70
Kuva 115.xls
80 %
30
Prevalence (%) of factors fulfilling the criteria for a good worklife and the mean
rating of workplaces according to European region.
Factor
Physical environment
Physical work load
Tight work schedules
Ability to regulate
Work skills
Social environment
Discussions lead to improvements
Age discrimination
Health, safety
Work promotes health
Working in the same job at 60 years of age
Job satisfaction
Mean (min 0, max 12)
1
Nordic
countries
(n = 4 526)
42,9
23,8
18,6
42,4
88,6
81,8
75,2
96,7
80,3
1,3
54,2
90,6
Middle
Europe
(n = 10 796)
49,7
29,8
27,1
37,9
82,2
71,7
66,8
96,6
72,1
1,1
52,7
87,3
1
1
Southern
Europe
(n = 6 130)
50,6
25,4
34,9
40,0
82,7
49,9
54,0
98,3
60,7
0,6
46,8
76,0
1
6,96 (SD 1,85 ) 6,75 (SD 2,09 ) 6,20 (SD 2,16 )
SD = standard deviation.
Taulukko 89
31
New innovations needed
• Co-operation, macro-meso-micro
• Age-integrated working life
• Life course approach
• Knowing-Doing -Gap
32
Age–integrated life
Life phases
Age – integrated
Traditional
Education
and
Training
Work
Retirement
Family, leisure, community
Work
Education and Training
Age
Age
Lähde: Reday-Mulvey 2005
33
LIFE COURSE
Life course
20 yrs
Age
60 yrs
Life cycle
20 yrs
Age
60 yrs
34
KNOWING-DOING GAP
INFORMATION
GAP/C
KNOWING
GAP/A
DOING
GAP/B
35
36