Juhani Ilmarinen, Ville Ilmarinen, Pekka Huuhtanen, Veikko Louhevaara, Ove Näsman GOOD WORK LONGER CAREER: WORK WELL-BEING IN FINNISH TECHNOLOGY INDUSTRIES 2010-2015
Background Collective agreement between the Federation of Finnish Technology Industries and Four Trade Unions in 2009
General goals: Improving work well-being and maintaining work ability Developing a better work and working life Developing new, practical methods for companies and spreading good practices in the branch Promoting health and reducing sick leaves Prolonging work careers Target = 100 companies ( today 70 )
New Methods 1. Work Ability Personal Radar (outcome: Work Well-being index (WWBI)) 2. Work Ability Company Radar ( outcome: Priorisation on measures)
Work Ability and Work Well-being
Change in Work Well-being Index in 18 companies Juhani and Ville Ilmarinen Winter-seminar of Good Work- Longer Career Program of Finnish Technology Industry 14. January 2014
Material Base-line (1. measurement): 2970 (32-386/ company) Follow-up (2. or 3. measur. ): 2512 (11-487/ company) In 16 companies the follow-up data was over 50 % of the baseline (in average 81%) Due to the different sizes and samples between the companies the changes were analysed using multilevel models: first, change within a single company, and then change in all companies, meaning that a change in a small company was as important than a change in a large company
Changes in 16 companies, where response rate was over 50 % of the baseline; all participants 9,00 8,50 8,00 7,50 7,00 6,50 6,00 Baseline (n = 2646) Follow-up (n = 2375) 5,50 Statistically significant change, p <.05
Change in factors of Work Well-being Index (WWBI) in 16 companies: all participants 9,00 8,50 8,00 7,50 7,00 6,50 6,00 Baseline (n = 2646) Follow-up (n = 2375) 5,50 Statistically significant change, p <.05
Factors of WWBI, which improved significantly during the follow-up ( 16 companies) ; all participants Trust to employer Work engagement Work motivation Fair treatment Feedback of the supervisors Strengths to go on Energy untill retirement
Change effect size How much has the programme affected work well-being in a specific work-place? Equation: Effect size = Mean Follow up Mean Baseline Standard deviation Pooled Determines, how much increase/decline there has been by standard deviation -metric >.20 effect, >.50 moderate, >. 80 large
Effect size in WWBI (22 factors) by company ( a - r, n=18) 9,00 8,50 8,00 7,50 7,00 Lähtötilanne Seuranta 6,50 6,00 5,50 a b c d e f g h i j k l m n o p q r Effect size 0 1 11 3 3 voimakas negatiivinen lievä negatiivinen ei efektiä lievä positiivinen voimakas positiivinen Yrityksissä a ja j alle 50% lähtötilanteen osallistujista seurannassa
Changes among persons < 35- years 9,00 8,50 8,00 7,50 7,00 6,50 6,00 Baseline (n =898) Follow-up (n = 752) 5,50 Statistically significant change, p <.05
Changes in factors of WWBI of persons < 35-years 9,00 8,50 8,00 7,50 7,00 6,50 6,00 Baseline (n =898) Follow-up (n = 752) 5,50
Effect sizes in WWBI (22 factors) persons < 35-years by company 9,00 8,50 8,00 7,50 7,00 Lähtötilanne Seuranta 6,50 6,00 5,50 a b c d e f g h i j k l m n o p q r Effect sizes 0 3 7 2 6 voimakas negatiivinen lievä negatiivinen ei efektiä lievä positiivinen voimakas positiivinen
Changes in age group over 54 - years 9,00 8,50 8,00 7,50 7,00 6,50 6,00 Baseline (n = 484) Follow-up (n = 399) 5,50 Statistically significant change, p <.05
Changes in factors of WWBI (22) in age group over 54-years 9,00 8,50 8,00 7,50 7,00 6,50 6,00 Baseline (n = 484) Follow-up (n = 399) 5,50 Statistically significant change, p <.05
Effect sizes of WWBI (22) in age group over 54-years by company 9,00 8,50 8,00 7,50 7,00 Lähtötilanne Seuranta 6,50 6,00 5,50 a b c d e f g h i j k l m n o p q r efektikoot 0 3 5 3 7 voimakas negatiivinen lievä negatiivinen ei efektiä lievä positiivinen voimakas positiivinen
Effect sizes in WWBI (22) among blue collar workers by company 9,00 8,50 8,00 7,50 7,00 Lähtötilanne Seuranta 6,50 6,00 5,50 a b c d e f g h i j k l m n o p q r Efektikoot 0 4 8 3 3 voimakas negatiivinen lievä negatiivinen ei efektiä lievä positiivinen voimakas positiivinen
Effect sizes in WWBI (22) among employees by company 9,00 8,50 8,00 7,50 7,00 Lähtötilanne Seuranta 6,50 6,00 5,50 a b c d e f g h i j k l m n o p q r Efektikoot 0 2 8 5 3 voimakas negatiivinen lievä negatiivinen ei efektiä lievä positiivinen voimakas positiivinen
Effect sizes in WWBI (22) among upper employees and managers by company 9,00 8,50 8,00 7,50 7,00 Lähtötilanne Seuranta 6,50 6,00 5,50 a b c d e f g h i j k l m n o p q r efektikoot 0 2 5 9 2 voimakas negatiivinen lievä negatiivinen ei efektiä lievä positiivinen voimakas positiivinen
Effect sizes in WWBI (22) in 18 companies Group Positive No effect Negative All 6 11 1 < 35-years 8 7 3 35-44 -years 7 8 3 45-54 - years 6 8 4 > 54 - years 10 5 3 Workers 6 8 4 Employees 8 8 2 Upper employees and managers 11 5 2
What do the Effect Sizes indicate? Marked differences between the companies More companies with positive than negative changes What are the reasons for different changes? What should be done - more, better or differently to achieve positive results?
The importance of overall activity level 8 companies Survey of 15 items indicating different features of preconditions and doing Summing up the 15 features indicating the overall activity for carrying on the developmental tasks Analysing the changes by ranking the companies according their overall activity
Indicators of overall activity in developing the work well-being Support of the top management Financial resources sufficient Time- and personal resources sufficient Commitment of the Project group External support available Keeping on the timetable Participating of personnel and supervisors in development Working together Evaluation of results Achievement of targets Doing is dominating Communication about doing and results Recognizion of doing Enthusiasm remained
0,60 Change in competence by overall acticity level (1. most active, 8. least active company) 0,50 R² = 0,1609 0,40 0,30 0,20 0,10 0,00 8 7 6 5 4 3 2 1-0,10-0,20
1,40 Change in values, attitudes and motivation by overall activity ( 1. most active, (. Least active company) 1,20 1,00 0,80 R² = 0,2083 0,60 0,40 0,20 0,00-0,20 8 7 6 5 4 3 2 1-0,40
1,20 Change in work arrangement, work community and management by overall activity (1. most active, 8. least active company) 1,00 0,80 0,60 R² = 0,1042 0,40 0,20 0,00 8 7 6 5 4 3 2 1-0,20-0,40
0,60 Change in work, family and hobbys by overall activity (1. most active, 8. least active company) 0,50 0,40 R² = 0,3552 0,30 0,20 0,10 0,00-0,10 8 7 6 5 4 3 2 1-0,20-0,30
0,80 Change in WWBI (22) by overall activity ( 1. most active, 8. least active company) 0,70 R² = 0,2189 0,60 0,50 0,40 0,30 0,20 0,10 0,00-0,10 8 7 6 5 4 3 2 1-0,20-0,30
The doing matters! The results indicate, that the better the preconditions, participation, engagement and doing are for the development, The better will be the results!! There is still time enough ( - 2015 ) to improve the doing, and the results will be positive when doing it together - even in challenging business environment
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