16.2.2012 towards a longer worklife · 2015. 6. 22. · 16.2.2012 14. 16.2.2012jic2012 15. työkyky...
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Towards a longerworklife
From Work Ability Model and Index to concrete actions
Prof. Juhani Ilmarinen
NVVA, 13.2.2012
16.2.2012
Juhani Ilmarinen Consulting Ltd Background in Finnish Institute of Occupational Health:30 years
research in Work Ability and Ageing, development of Work AbilityIndex, Promotion of Work Ability concept, Age & GenerationManagement , Life course, and Work Ability House-modell
First National Prize for Innovative Practices in Employment and Social Policy, 2008 ( SITRA, STM)
Topics today: Work Ability and Ageing, Work Well-being, Age - and Generation Management, Life course
Projects:
Finland: Good work-Longer Worklife in Technology Industry
Germany: Work Ability, Age & Generation Management Training
Austria: Fit for the future –programme
Netherlands: Work Ability Implementation (Blik op Werk)
Australia: RWAS, ComCare,StGeorge Bank
www.jic.fi, [email protected], +358-400-815511
JIC2011
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JIVC2012
Ageing and health
EU15
JIVC2012
Long term health problem or disability in EU15 byage group and gender
0
5
10
15
20
25
30
35
16–24 25–29 30–34 35–39 40–44 45–49 50–54 55–59 60–64
Age (years)
Women
Men
All
Source: Dupre ja Karjalainen 2003.
Kuva 107.xls
4
Impairment due to diagnosed chronic diseases orinjuries at work
0
10
20
30
40
50
60
70
No disease No impairment Yes, does impair
%
FIOH 2009
N = 2355 5
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Role of Occupational Health Services
General awareness about Ageing and Work
Competence of treatment of diseases
Competence in Health promotion and Prevention of work disability
New:Competence about Adjustments needed at work due to the changes in health and functional capacities
Using WAI as validated tool for OHS
Using WAI as a dialoge instrument for OHS; anamnestic tool to identify the problems and measures
Using WAI-data as source for company epidemiology
Follow-up of WAI over time in individual, unit and corporate level
Evaluation the risks and costs of WAI declining
Evaluation the cost-benefits of WAI promotion
JIVC2012
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JIVC2012
Functional capacitiesand age
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Basic problem and basic solution: relationship between
human resources and work demans
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Physical demanding workat age of 40 and 60 years
40-years old has 20 % higher physical capacity than 60-years old
60-years old can do the same work, but his strain is 20 % higher, because of lower capacity
For equal strain level – the work load of the 60-years old shouldbe decresed by 20 % :
4 days/week instead of 5 days/week
6 hours/day instead of 8 hours/day
The decrease of physical work load should be compensated byother tasks, where the competence and experienece of olderworker is good:
1 day per week, or 2 hours per day new tasks, like:
Training and mentoring, service functions, networking and cliant-relations, controlling and supervision, selling, controllingetc.
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JIC2010
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JIVC2012
Change in subjective cognitive capacity during a 12-year follow-up by gender (KVTEL,FIOH)
8,0
8,4
8,8
9,2
9,6
10,0
55 62 67
Age (y)
Men
Women
10
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AGE
EXPERIENCE
WORK
PERFORMANCE
BASICCOGNITIVEPROCESSES
Negative
Positive
Positive
Positive
Positive
Source: Salthouse T.A. Implications of adult age differencesin cognition for work performance.Arbete och Hälsa 1997; 29, s. 15-28
Relation between age, experience, basic cognitive
processes and work performance (Salthouse)
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- Research with WAI- Work Ability House - Model- Promotion of WAI
16.2.2012
JIC2012
Work Ability Index7 Items
• Current work ability compared with the
lifetime best
• Work ability in relation to the demands of
the job
• Number of current diseases diagnosed by
physician
• Estimated workimpairment due to diseases
• Sick leave during the past year (12 months)
• Own prognosis of work ability two years
from now
• Mental resourses
Lea KatajarinneFinnish Institute of Occupational Health
ICOH 2003
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Lea KatajarinneFinnish Institute of Occupational Health
ICOH 2003
Work Ability Index
Scoring of the Questionnaire (range 7- 49 points)
Points Work ability Objective of measures
7 - 27 POOR RESTORE WORK ABILITY
28 - 36 MODERATE IMPROVE WORK ABILITY
37 - 43 GOOD SUPPORT WORK ABILITY
44 - 49 EXCELLENT MAINTAIN WORK ABILITY
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Työ k yk y iä n m uk a a n
5
1 0
1 5
2 0
2 5
3 0
3 5
4 0
4 5
5 0
1 5 2 5 3 5 4 5 5 5 6 5
Työ k yk yind e k s i N = 7 2 9
T yökykyindeks i-
p is tee tT yökykykyluokka
49
43
36
27
7
e r in o m ain e n
h yv ä
ko h ta la in e n
h u o n o
Ikä , vuo tta
Individual differences in work ability
Excellent
Good
Moderate
Poor
Age
Work ability index
N=729
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Raija Gould,
Juhani Ilmarinen,
Jorma Järvisalo,
Seppo Koskinen, eds.
Dimensions of Work Ability Results of the Health 2000 Survey
Helsinki 2008
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Werkvermogen en leeftijd in Finland
5
10
15
20
25
30
35
40
45
18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74
Healthy worker effect
Uitstekend en goed
Matig
Slecht
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Verschillen in ontwikkeling WAI-score naar sector in Nederland
- Blik op Werk, 2011-
35
36
37
38
39
40
41
42
43
44
45
15 25 35 45 55 65 75 Jaren
WAI-score
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Chronically ill
Women
Men
0
20
40
60
80
100
0
2
4
6
8
10
Proportion (%) of those with limited work ability and the mean work ability
score for those chronically ill and those with no chronic illness, Gould et
al. 2008
Not chronically ill
Women
Men
Limited work ability Work ability score%
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WAI as predictor of actual exit from job by ageamong Italian nurses, Cameroni 2006
Work Ability Younger than 45 yrs
OR
Older than 45 yrs
OR
Poor 1.38 7.14
Moderate 0.68 2.02
Good 0.91 2.25
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JIVC2012
Work ability among 30–64-year-olds without and with back or neck disorder (age adjusted)
Disease
Mean work
ability
score
Persons with limited work
ability
Prevalence of
disease (%)
Proportion (%) Odds Ratio
Back disorder
Women: Without disease 8.3 16 1.0
With disease 7.8*** 26 2.2** 28
Men: Without disease 8.1 17 1.0
With disease 7.5*** 26 1.8*** 32
Neck disorder
Women: Without disease 8.2 17 1.0
With disease 7.8*** 27 2.1*** 20
Men: Without disease 8.0 18 1.0
With disease 7.2*** 33 2.6*** 12
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JIC2012
Work ability among 30–64-year-olds without and with mental disorders (age adjusted)
Disease
Mean work
ability
score
Persons with limited work
ability
Prevalence of
disease (%)
Proportion (%) Odds Ratio
Depression
Women: Without disease 8.4 16 1.0
With disease 6.7*** 43 5.7** 11
Men: Without disease 8.1 18 1.0
With disease 6.2*** 47 5.9*** 7
Psychosis
Women: Without disease 8.2 19 1.0
With disease 6.5*** 62 11.7*** 1
Men: Without disease 7.9 20 1.0
With disease 6.8*** 74 21.4*** 1
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Work ability among 30–64-year-olds without and with Anxiety (age adjusted)
Disease
Mean work
ability
score
Persons with limited work
ability
Prevalence of
disease (%)
Proportion (%) Odds Ratio
Anxiety
Women: Without disease 8.2 18 1.0
With disease 6.9*** 42 4.4*** 4
Men: Without disease 8.0 19 1.0
With disease 6.1*** 53 6.9*** 2
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From WAI research to Work Ability- model
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Work ability model
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Promotion of WorkAbility
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Promotion of Work Ability: Targets and Means
• On-the –jobTraining
• LLL
• Learningmethods
• Appreciation
• Trust
• Commitment
• Fair treatment
• Life styles
• Hobbys
• OHS
• WorkArrangements
• Flexibility
• Leadership
• Support and feedback
Good Work Good Health
GoodCompetence
PositiveAttitudes
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Influencing work ability
20
25
30
35
40
45
50
40 45 50 55 60 65
Age (yrs)
Health promotion,
Ergonomics,
Management training
Health promotion
No action
Work Ability Index
(WAI)
Health promotion
Ergonomics
Management training
Health promotion
No measures
Ability index
Ikä
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Role of managers and supervisors: base for Agemanagement
The management is the most important factor influencing work ability:
- a good age management improves the work ability, and
- a poor age management deteriorates the work ability, independent of gender, age and type of job
A good age manager has:
- a fair and friendly attitudes towards ageing
- promote the collaboration between generations
- finds individual solutions
- has good communication skills about ageing matters
Managers and supervisors need also PWA
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Good work – longer career
Federation of Finnish Technology Industries
Metalworkers’ Union
Federation of Professional and Managerial Staff YTN
Union of Salaried employees TU
Federation of Special Service and Clerical Employees ERTO
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New Work Ability Tool Box
1.Work Ability Index (WAI)
2.Work Well-being Index (WWI) (Personal radar )
3.Work Ability House – Model ( Company radar )
- Priorisation of floors
- Identification of actions by floor
- Priorisation of actions
- Making a conreate plan for each action
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Company radar: Priorisation of floors (example)
Floor A: Im-
portance
( 1-10 )
B:
Extension
( 1-10 )
C: Possibility to
influence
( 1-10)
Result
AxBxC
( 1-1000)
Health and ability 9 5 6 270
Competence 8 3 5 120
Values, attitudes
and motivation
7 5 3 105
Work, work
arrangements, work
community and
management
10 8 7 560
Family 6 8 2 96
Close community
and hobbies
5 8 2 80
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Company Radar: Priorisation of goals/targets by floor of Work (example)
Work, work
organisation, work
community and
management
Goal/Target
A: Im-
portance
(1-10)
B:Extension
(1-10)
C:Possibility
to influence
( 1-10)
Result
A x B x C
(1-1000)
Management skills 10 7 7 490
Personal feed-back 8 10 9 720
Foremen skills 6 8 7 336
Change
Management
6 5 5 150
Age attitudes 8 6 7 336
Work time flexibility 8 5 9 360
Team support 6 7 7 294
Workload 6 6 6 216
Atmosphere 6 10 6 360JIC2012
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Company Radar: Plan for Personal feed-back
Goal/Target Measure
Person
Respon
-sible
Time
plan
Follow-up
Satisfaction with
feed-back
improves
1. Feed-back
training for
supervisors
NN 9/2011 Personal Radar,
Participation in
training
2. Feed-back
training for
employees
MM 10/2011 Participation in
training
3. Instructions and
documents
PP 10/2011 Tested
instructions and
documents
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WAI as a resource for the organisation
Two overarching and strategic benefits.
1. Brand reputation in the employment market (and in the community)
2. Cost benefits of improved productivity
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WAI as a resource for the organisation
More discreet benefits include:
Indicate the status of work ability and need for promotion
Early indicator of risks of work disability and early exit
Initiate preventive actions
Evaluate the effects of actions
Validated method for Occupational Health Services and for health promotion
Initiate the discussion about ageing and work
Improve the awareness of human work ability
Improve the collaboration between employers and employees due to win-win possibilities
Can be used as base for cost-benefit analysis
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Equal treatment or Individuality?
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For the equal treatment, you get all the same
qualification task: clime up the tree!