Issues affecting work ability at workplace

When the content and nature of work support employees’ ability:

• Employees find that their tasks are meaningful and suitably challenging.
• Employees feel that they have sufficient competence for their tasks.
• Employees find their work meaningful and understand how their work affects the activities of the entire organisation or society.

When the content and nature of work burden employees:

• Employees find their work monotonous and fragmented.
• Employees are frustrated by having to interrupt work several times a day.
• Employees feel that too much is demanded from them at work and that they have an unreasonable amount of responsibility.

When the arrangement of tasks supports employees’ work ability:

• Employees have a clear job description. They understand the objectives of their work and the expectations of their employer.
• Employees find the amount of work appropriate.
• Employees can influence their own work. They have a sense of control over their work and feel that the work is flexible as necessary.
• Employees have the opportunity to focus on their work and take breaks if necessary.

When the arrangement of tasks burdens employees’ work ability:

• Employees are unsure of their responsibilities. Their job descriptions are unclear and employees do not know what their employer expects of them.
• Employees lack the appropriate tools for their work: the tools are broken, the internet connection is working poorly and the information systems seem to cause extra work.
• Employees have too much or too little work.
• Employees have challenging working hours or are constantly travelling for work.

When the interactions and cooperation in the work community support the employees’ work ability:

• Employees feel valued in the work community.
• The work community has a good atmosphere and things are running smoothly.
• Employees feel that everyone is treated equally.
• Employees receive support from their supervisor and the work community for everyday work and challenges.
• Employees have the opportunity to ask questions and receive help with their work if necessary.
• Employees receive constructive feedback on their work.

When the interactions in the work community burden the employees:

• Employees feel lonely and do not receive sufficient support from their supervisor or other work community.
• Employees are subjected to harassment or inappropriate treatment at the workplace.
• The organisation has a poor flow of information.

When ergonomics are taken into account in the work:

• The work station takes into consideration the employee’s measurements and dimensions.
• Desks and chairs are adjustable and employees get to change their work positions during their workdays.
• The tasks do not include long-term repetitive work or continuous heavy lifting.
• The working conditions, such as temperature, lighting and the acoustic environment, are suitable for employees and their tasks.
• Employees use ergonomic tools in their work.
• If employees lift heavy objects, they use aids or work in pairs.

When the work involves harmful physical loads:

• Employees have to constantly work in a stooped and twisted position or with their hands or shoulders held high.
• Ergonomic tools and lifting aids are unavailable at the workplace.
• Employees do not have time to take breaks at work.
• The work environment is cold or hot, and there is not enough protective clothing available at the workplace.

Factors related to employees’ personal lives and individual factors may have a positive or negative impact on their well-being at work and work ability. Some of them can support working, while others can impair it.

Examples of employees’ individual factors:

• health and functional capacity
• attitude and motivation
• age
• competence

Supervisors cannot influence employees’ private lives. However, they can support employees in reconciling work with other parts of their lives, for example by offering flexible working hours. For tips on how to do this, see the guide on the "Strengthening work ability" page.

Read more about workload factors:

• Aiming at appropriate workloads (in Finnish) - The Centre for Occupational Safety Opens in a new window.
• Workload management - The Centre for Occupational SafetyOpens in a new window.
• Psychosocial workload - Occupational Safety and Health Administration in FinlandOpens in a new window.
• Physical workload - Occupational Safety and Health Administration in FinlandOpens in a new window.
• How to prevent work stress (in Finnish) - Finnish Institute of Occupational HealthOpens in a new window.