Eeny, meeny, miny, moe... one drops out – Is strategic work ability management more than a game of chance?

Now that the COVID-19 pandemic is starting to pass, strategic work ability management is a talking point in Finland. Companies are considering risks and their consequences more carefully. After COVID-19, you wonder how the exceptional circumstances have affected people’s work ability. Those who have worked as usual during the pandemic may be affected by stress. Those who have worked remotely may be suffering from remote work apathy, and those who have contracted the virus may be suffering from long COVID. Companies have a difficult autumn ahead as all these groups should be taken into consideration in work ability support.

Strategic work ability management is not only about looking at an individual’s health but about a broader review of management. Now more than ever, it would be feasible to start considering work ability risks from a strategic perspective. How do business factors affect a person’s work ability and how do situational factors affect HR management? It is worth remembering that work ability management is part of business management, not something separate. In a way, work ability management has two hierarchical levels: the level of process building at the top and the level of individuals’ work ability support within it. These issues are interdependent and equally important for the success of the company. The purpose of strategic work ability management is to ensure that work ability support processes become part of the company’s business activities.

We already know a lot about work disability risks. According to the calculator of the Finnish Institute of Occupational Health (Work ability forecast | Work-life knowledge service | www.tyoelamatieto.fi), the most important risk factors related to the individual were the employee’s age, perceived health status, professional status, the number of sick leave absences over the past year, the number of chronic illnesses, trouble falling asleep, BMI and smoking. The list may be distressing because the employer has little control over these notable risk factors. A healthy lifestyle reduces the risk of developing chronic illnesses, which also affects the way a person perceives their own health. In the big picture, however, a person’s work ability is primarily influenced by workplace support measures.

We have less research data on factors that support work ability and healthy career than such risks. The secret of a healthy career was investigated in a registry study ordered by Elo in which the Finnish Institute of Occupational Health examined a large population sample of nearly 200,000 employees over 11 years. The goal was to understand which factors were linked to fewer sick leave absences during working life and in the transition from working life directly to retirement. Eight occupational groups that work in industries traditionally associated with the highest risk of work disability were selected for closer examination: social and health services as well as the construction and service industries. In these occupational groups, factors related to the employee only accounted for a small number of organisational differences in the number of sick leave absences. The transition from working life directly to retirement was mainly due to factors that were not related to the individual. The results strongly suggest that organisations have varying levels of work ability support measures.

Several Finnish and international studies have shown that workplace measures are effective in preventing work disability. This research data, along with practices that have been found effective, has been compiled into the first quality standard of the Work Disability Management System (The CSA Work Disability Management System Standard (CSA Z1011) is now available | CRWDP), which was published by the CSA Group in the summer of 2020. The main message of the standard is that workplaces should integrate work ability management into their management systems. Otherwise, there is a risk that work ability management is merely a set of isolated, disconnected and reactive measures directed at an individual which do not have the same level of impact. The first step in developing this strategic work ability management is to examine the current situation in detail. What works well in our organisation and what obstacles that prevent comprehensive work ability management can be identified?

Elo’s updated Survey concerning the current status of work ability management makes it possible to assess the current situation in areas that are in line with the quality standard. By using the survey tool in our online service, the company immediately receives an assessment on their level of work ability management compared to other similar-sized companies. In addition to this, the company receives a report on the main work disability risks together with a set of improvement suggestions. The suggestions highlight three main areas for improvement with practical steps. Regardless of the state the company’s work ability management development is in, the survey helps in assessing the current situation comprehensively and supports the creation of development goals. In the future, the survey will also act as an audit tool in line with the continuous improvement model by providing regular feedback on how well the set goals have been met and on possible new development needs.

Elo wants to help companies take their work ability management to a strategic level with ease by providing steps that are easy to understand so that organisations know how to integrate goal-oriented work ability management into other business activities. This means no employee is forced out of working life due to insufficient work ability support measures as well-built processes support all employees – including those whose work ability is not impaired. Work disability risk management does not have to be a game of chance – with Elo’s tools, any company can succeed!

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Marjo Wallin and Anu Suutela-Vuorinen

Marjo Wallin works at Elo as a Development Manager in Work Ability Management and Anu Suutela-Vuorinen works as Director in Work Ability Management.