Varma

Pauli Forma

Work ability management is a way for companies to prevent work disability problems and respond to problems related to well-being of the employees. The practical responsibility for work ability management lies with HR departments, and it is carried out in collaboration with the company's partners (e.g. occupational health care providers and other partners). However, HR alone cannot effectively implement work ability management without the support of the management and executive team.

Based on interviews I conducted for my book "The Leader's Work Ability Handbook" (Alma Talent 2023, in Finnish), leading companies' CEOs see their role in work ability management as being the organization's direction-setter and builder of a positive culture and trust for work ability management. CEOs communicate to their organizations that work ability and its preservation are important. In practice, interaction with the company's internal and external stakeholders is an important part of a leader's work.

CEOs also ensure that work ability issues are regularly included in the executive team's agenda and that work ability perspectives are taken into account in business decisions. The management also has the power to allocate the resources, such as personnel and development resources, and information systems for work ability management. Active management in work ability management also ensures that the company's work ability management models and processes, as well as competence, are at an appropriate level.

How can management's attention and commitment be achieved, and how is HR involved in company management? According to interviews, HR directors of the leading companies state that the benefits of work ability management must be demonstrable and preferably in monetary terms. Relevant metrics include, for example, sick leave converted into costs and insurance premiums. Regarding the role of HR, HR directors of leading companies describe themselves as equal members in the company's executive teams sparring business, rather than simply reporting HR numbers.

There are differences in the maturity of work ability management between companies. Leading companies typically include work ability management and work ability considerations in all business decisions. Leading companies can also make significant innovations in work ability management at the national level. Less developed organizations have taken steps to improve their operations or only do the minimum required by legislation.

The role of company culture in work ability management is essential, but its significance has been discussed less frequently. Work ability management benefits from the following features in company culture:

1. Human focus. Work ability management helps people maintain their work ability, well-being and continuing work. Without a human focus, work ability management can become just a mechanical and bureaucratic process.

2. Openness and transparency. Open and transparent communication about work ability management and its measures promotes trust between the employer and employees.

3. Continuous learning. Work ability management is a continuous process that requires ongoing development and learning. In a culture of continuous learning, work ability management is better integrated into everyday activities, and development opportunities for work ability management are sought proactively.

" HR alone cannot effectively implement work ability management without the support of the management and executive team "

Another perspective is the well-being of the leaders themselves. Of course, challenges of leaders' well-being and work ability are not the biggest problems in the working life. However, this issue is not insignificant for the companies or organizations where leaders work.

Leaders have many factors that protect them from work ability problems (such as high education, resources for support, and opportunities to influence their work). At the same time, there are factors that cause stress (work pressure, deadlines, public scrutiny, conflicts, business challenges).

Leaders often feel themselves lonely in dealing with their work ability. This is due to the myth of the heroic leader who is not allowed to show weakness or fatigue.

Therefore, leaders should:

1. Manage their own work ability (workload, ensuring adequate recovery, peer support, and other forms of support).

2. Ensure that their team's (executive teams) operations support everyone's work ability.

A leader who is not doing well cannot effectively lead their own organization, which is why this issue is significant.

In sum, the role of leaders in shaping and implementing work ability management and company culture supporting it is very significant. Leaders must also take care of their own workability so that they can successfully and sustainably lead their own organization.