Develop the maintenance of work ability

The employer and supervisors must

• regularly monitor and assess the impacts of the efforts to support work ability to achieve optimal results for supporting work ability
• modify and supplement the practices and instructions for promoting and maintaining work ability at the workplace if there is room for improvement or shortcomings in these.

Indicators to be monitored include:

• results of well-being at work surveys
• customer feedback
• the number and duration of sickness absences
• the number of occupational injuries.

In addition, it is a good idea to examine the implementation and functioning of the practices of supporting work ability. Indicators providing information about these include

• number of early support discussions
• number of employees whose work has been adjusted
• number of development discussions.

The management of work ability is important because investing in it is reflected in the results of the workplace in:

• A decline in medical care costs.
• Lower disability costs.
• Better productivity.
• Better service quality.
• Improved well-being at work of employees.

When the workplace has a genuine desire to influence the employees’ work ability and well-being at work, it takes the support for work ability into account in the planning of operations and finances.

Steps for strategic work ability management:

1. Define the situational picture of work ability.
2. Set targets for improving work ability.
3. Draw up a plan on the work input and appropriations to be used to improve work ability.
4. Describe the operating practices, processes and methods of maintaining work ability.
5. Monitor the improvements in work ability competence and working conditions.

Learning materials, training and services are available for a fee or free of charge to help in the development of work ability management.