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, juhani.ilmarinen@jic.fi, +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

JIC2012

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

JIVC2012

Basic problem and basic solution: relationship between

human resources and work demans

8

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.

16.2.2012

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

JIVC2012

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

16.2.2012

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JIC2012

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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JIC201216.2.2012

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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

16.2.2012

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JIC2012

Raija Gould,

Juhani Ilmarinen,

Jorma Järvisalo,

Seppo Koskinen, eds.

Dimensions of Work Ability Results of the Health 2000 Survey

Helsinki 2008

16.2.2012

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JIC2012

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

JIC201216.2.2012

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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

JIC2012

16.2.2012

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JIC2012

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%

16.2.2012

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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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JIC2012

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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JIC2012

From WAI research to Work Ability- model

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16.2.2012

16.2.2012 26

Work ability model

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Promotion of WorkAbility

16.2.2012

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

16.2.2012

JIC2012

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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

16.2.2012

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JIC2012

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

JIC2012

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16.2.2012

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

JIC2012

16.2.2012

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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

16.2.2012

View Header & Footer

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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

JIC2012

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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

JIC2012

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JIC2012

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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16.2.2012

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JIC2012

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

37

16.2.2012

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Equal treatment or Individuality?

38

For the equal treatment, you get all the same

qualification task: clime up the tree!