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The Federation of Finnish Technology Industries is an expert organisation of 100 people, representing the interests of Finnish technology companies. The organisation is facing the challenge of an ageing workforce, with the average employee aged 49. There is a need to maintain the current workforce, minimising early retirement where possible, and to promote knowledge transfer between older and younger employees. The organisation’s occupational safety and health plan identified a number of factors contributing to mental strain, such as demanding tasks, high workload and lack of a work–life balance. A well-being at work group was established to tackle the issues identified as leading to mental or physical stress. The group, which comprises members of different personnel groups and the management team, leads the organisational development process. The work well-being index (scaled from 0 to 10) measured by personal radar survey is used to identify areas that require improvement. The dimensions of the survey are: health and functional capacity, competence, motivation, working conditions and management, work–life balance, and work ability. All the survey results are shared within the organisation, and the process of brainstorming to improve the working environment includes all personnel. Key measures to improve well-being are recorded in an action plan, the progress of which is monitored by the management group, which reports on it monthly to the board of directors. An area that was identified by the survey as requiring action was the working time arrangements of employees aged 35-44. Based on the results of the survey, for this group, working time arrangements were a key factor affecting work ability. In response to this, the organisation implemented a flexible working system that allows employees to work from home in certain situations. Overall, employees’ work– life balance and well-being at work scores increased after the flexible working arrangements were introduced. Inconsistent leadership was identified as an issue that could negatively impact on well-being at work, and consequently a programme for the systematic development of leaders was introduced. A supervisor forum, which meets six times a year to engage in development activities, was established. The process is based on the development cycle of leadership: definition of good leadership, feedback, and development follow-up. 360-degree feedback, which is repeated twice a year, is used to identify strengths and areas for development. • All aspects of the organisation have been changed to improve employee well-being, including alterations to occupational safety and health policies and activities, personnel development processes and organisational leadership. • The work well-being index score increased from 7.74 in 2013 to 8.51 in 2016. • Survey scores on employees’ ability to continue working until retirement have also increased, from 8.01 in 2013 to 9.04 in 2016. • Employees aged 35-44 scored their satisfaction with their ability to balance their work and home lives at 5.83 in 2013; this increased substantially, to 8.35, in 2016, following the introduction and expansion of flexible working arrangements that allow employees to work from home. • Overall satisfaction with management increased from 7.81 in 2015 to 8.25 only 6 months later in 2016

Level of Education: Continuing vocational education and training

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