good work
TRANSCRIPT
Good work
November 2014
More information: Juha Antila [email protected] Tel. +358 20 774 0169
Orders: SAK Tel. +358 20 774 000
Good work 1
CONTENT GOOD WORK ................................................................................................... 3 1. FAIR INCOME AND SECURITY .................................................................... 4
Surviving alive from work ........................................................................................ 4 Employees deserve a fair income ........................................................................... 6 Typical or atypical? .................................................................................................. 9 Work and free time must be rightly proportioned ............................................... 12 Fair play ................................................................................................................. 17
2. FLUENCY OF WORKING ........................................................................... 20
Good work is productive ....................................................................................... 20 Room for creativity ............................................................................................... 22 "Luckily there are also good managers" ............................................................... 23 The spirit of "we together" brings results ............................................................. 27 Dictation is a contrast for agreeing ....................................................................... 29 Must working be fun? ........................................................................................... 31 One learns while young and forgets while old ..................................................... 34
2 Good work
I would like to have an ordinary job
where boss is there when needed
fellow workers do not pick or mock
where dares to ask questions and help
where I could do my job as well as I can
and others would appreciate it
where I could learn new things
Even if I would not care any tittle tattle
I would like to have that kind of ordinary job
where there is no need to fear
and I could leave home
feeling happy
Irja Askola, For work – poems
Well being at work programme 2000–2003
Good work 3
GOOD WORK Good work. From the viewpoint of the employees at SAK branches, what is it?
Working life experiences vary from occupation to occupation. The differences are often linked with the safety of workplace, health, physical strain of work, flexibility of working time, possibilities to have training and to influence at work.
In this paper we focus on describing the qualities of the good work at SAK occupa-tions. The definition of good work is based on SAK’s values and aims of humane working life.
From employees’ point, good work can be separated in two dimensions 1) fair in-come and safety at work and 2) fluency of working. There are many self-evident factors that can be considered as a criteria of good work. Certainly, all of us find, that work without accidents, fear, work related illnesses and with a reasonable sa-lary, is better than work where these things are vice-versa.
However, the experience whether the work is good or bad, is entirely personal. The text is therefore written from the viewpoint of an individual person, not from the point of social structures or the economy.
The best working life in the world
The working life strategy of the Finnish government is to make the Finnish working life the best in Europe by the year 2020. If this aim is reached, our working life is most likely the best in the world.
We are prepared to work for this aim. Therefore SAK participates in the project. With its own surveys, SAK also plans to follow the development of Finnish working life. We measure this development with the Good Work -index. It is based on the good work indicators defined in this paper.
4 Good work
1. FAIR INCOME AND SECURITY
Surviving alive from work
Driller Valdemar Mäkinen heard and often said himself that, in his profession, many entry into disability pension, but very few into retirement pension.1
This described the future of the miners in 1970s. Since then, the legislation and working conditions have improved, but occupational accidents and illnesses are still a major problem.
Amount of occupational accidents has remained about the same level during the last two decades. Although the amount of occupational diseases have decreased, they still occur, accumulating in certain occupational branches. The major reasons for disability are mental and musculoskeletal disorders. Early retirement for mental reasons is usual in all occupations, but musculoskeletal disorders are more frequent in physically heavy occupations.
In Finland, experts have calculated that ill being at work causes milliards of euros losses in a year. Investing in well-being at work brings more working years and im-proves productivity and profitability. It is an investment that pays back.
Working conditions and worker´s health differ largely between occupations. The worst situation is in branches, where work is physically heavy. Disability pensions
1 1 000 and one night stories, Valdemar Mäkinen, composition Eero Ojanen, lyrics Lauri Sipari
Yearly in Finland
• over 100 000 occupational accidents
• over 20 000 accidents in commuting
• 30–50 fatal accidents at work
• 0–30 fatal accidents while commuting
• about 1 900 dies for occupational diseases
• about 5 000 occupational diseases or suspected diseases is notified
• over 20 000 disability pensions.
Source: Occupational accidents 2012, The Federation of Accident Insurance Ins-titutions, Finnish Institution of Occupational Health
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are much more usual in these professions than in physically lighter work. Workers in physically heavy jobs have also much more sick leaves than others.
Health and safety at work, the employer has the main responsibility
Employer has the main responsibility on health and safety issues at workplace. De-cision-makers, managers and superiors must understand their responsibility and act according to it. Health and safety aspects must be considered already in the plan-ning phase of works and functions.
All is based on prevention. Assessment of dangers and risks is an issue that must be solved. In addition to accidental, physical, chemical and biological risks, the assess-ment must also treat physical, mental and social strains, and risk of violence. Results of the assessment must be presented to the employees. The assessment must end in concrete improvement measures.
Employee has right to claim for healthy and safe working conditions. He or she must be familiar with the employees’ responsibilities. Employee must follow safe working methods and employer´s orders, wear safety equipment and tools and bring up faults he/she has noticed.
On its best, workplace is an occupational health and safety organisation, where eve-ryone in his/her part attends health and safety issues at work. Occupational safety manager promotes cooperation and assists managers to acquire OHS knowledge. Employees’ safety representative introduces safe working methods to employees.
Workplaces should be a cooperative effort, where management, employees and the occupational health care representatives together assess working conditions and suggest solutions and develop procedures.
In small working places, where there is no occupational safety organisation, emplo-yer must cooperate with personnel in health and safety issues. with personnel in health and safety issues.
Occupational health care as a support
Occupational health care helps and informs employer on occupational health and safety. On its best occupational health care concentrates on developing healthy wor-king conditions and procedures.
Occupational health care cooperation is functional when employer, worker repre-sentatives, OSH representative and occupational health care provider plan and fol-low-up together preventive measures.
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The opinion of SAK is that
• The aim is that workers are healthy after their working years.
• Occupational health and safety must be a part of management work and cooperation at the workplace.
• Occupational health and safety is a shared interest of the work commu-nity.
• Working conditions, for example, must be modified to support work abi-lity.
• Occupational health care must be preventive.
• Official control of occupational health and safety must be independent and homogeneous everywhere in Finland. It must have sufficient resour-ces.
Employees deserve a fair income
A full-time job should provide a living. This is not always the reality. There are ten thousands of working women and men who need support of society or relatives because they do not earn enough to live on.
The opinion of SAK is that every worker has a right to have a job with a fair income. The first step to wage equality is a raise for the lowest-paid sectors.
We can argue this in number of ways. Major reasons are moderation, fairness and acceptability. It is not fair and acceptable that a full-time job does not provide a living wage.
Raise of the lowest wages would increase purchasing power at the domestic market. Persons with low income spend more money in homeland than persons with good income. Persons who earn well, can save money, but with low incomes every penny is needed for living. Therefore, a raise in the low-paid sectors would increase de-mand of products and services, and that, on its part, would increase employment. This would reduce the expenditures of the state and the municipalities, because more people could support themselves with own earnings.
The major opposing argument against the raise is, that the higher the wage rate, the lower the demand for labour is, and thus there is an increase in the number of unemployed people. But, even in the case of high unemployment, there are difficul-ties to find workers for the lower-paid sectors. If the work does not support, why to engage in paid employment?
Low wages are also problem for the national economy because they slow down the development of productivity, especially of improving products, services and met-hods. Also, during recession, decreasing of wage-level does not preserve existing jobs in a sustainable way.
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If there is no wage pressure, enterprises would be tempted to use the easiest option. Reducing labour costs might become a way of achieving a solution while enterprises have economic difficulties or challenges. In the long run this would end into situ-ation where there is no jobs left.
Equal wage policy
The employer is under obligation to pay employees the same pay for the same work or work of equal value. This principle is written in laws and EU regulations. Emplo-yment Contracts Act obliges to threat employees equally. Act on Equality between Women and Men secures equal pay between women and men.
The concept of wage includes all pays and benefits that employer pays for employee. The work is equally valuable when responsibilities, workload, skills and working conditions are of equal value. Regulations prohibit pay discrimination, but in real life problems still exist.
Equal treatment does not mean equal pay from all work. There must be differences between wages, but the differences must be fair and there must be acceptable rea-sons for them, such as tasks, personal skills or competence. For demanding work is paid more than less demanding, as well as for better work performance. Employees must be informed on the grounds of pay differences.
The aim of SAK is that that everyone earns a fair living and there is a fair remune-ration policy at the workplaces.2 SAK thinks that by 2016 there should be at least a minimum wage of 1 800 per month for fulltime job. This would reduce the amount of working poor.3 Most of the employees earning less than 1 800 are women, so this would also even the gender pay gap.4
Question of social morality
Pay, remunerations and bonuses are also a question of morality. Several sides have condemned options, gilded parachutes and overwhelming pensions. It is justified to be indignant, because, at the same time, employees are laid off or dismissed and their wages are demanded to be frozen or even squeezed. At worst, the top executi-ves have been rewarded generously at the same time when employees has been de-manded to have their wages squeezed.
There is no need to let the remuneration of the top executives leading its own life, we should rate them to wages of personnel. The input of all workers effects on the results, therefore there should not be different wage development between executi-ves and workers.
2 Programme of SAK 2011 - 16 “Oma työ – yhteiset oikeudet” page 14 3 In 2012 the average national wage, the median was 2854 euros/month. According to Statistics Finland, a person living alone has low incomes, when he/she earns 60 % of national wage. In 2012 it was 1 712 euros/month. Measures by this way, in 2012 there were 635 000 persons in Finland with low incomes. Source Statistics Finland, wage statistics 2012 4 SAK thinks that the Pay Programme must be continued and the pay gap must be evaluated in a way that takes also part-time into consideration.
8 Good work
Remuneration must be fair
Remuneration, whether it is financial or something else, is necessary. When it is organised rightfully, it encourages working and collective spirit and betters produc-tivity. But, as wrongly organised, it turns into an opposing force. The debate in me-dia is full of this kind of examples.
On whatever name it is called, all remuneration must be based on measureable economic results. When there is no results, there is nothing to share. There is no difference between management and other personnel.
SAK emphasizes fairness, cooperation and openness. Principles of performance-based pay must be agreed in cooperation with personnel and management. This leads into a more just working life, where the remuneration system benefits the en-tire personnel.
Simple, understandable and acceptable system is usually functional. The best re-muneration systems attract workforce, help to execute strategy, motivate teams and help to keep the best workers. A personnel fund, for example, is a good choice.
Remuneration is like a fire, a good slave but a bad master. By developing these sys-tems, we support systems that improve productivity and wellbeing of workers.
There are also non-financial ways to remunerate. For some workers these forms may be more important than earning more money. Possibilities to develop profes-sionally, working times, holidays, for example, can effect positively on the quality of life of the employees.
Response, trust and support of fellow-workers are not part of remuneration itself, but their meaning for workers may have the same value. Money is important, but, in the long run it is not the only motivator.
The opinion of SAK is that
• Everyone has a right for fair pay.
• Minimum wage of 1 800 euros/month, at least, by the year 2016.
• No groundless wage differences.
• Remuneration must be fair and agreed in cooperation with management and personnel.
• Remuneration systems must be for the whole personnel. There must not be any significant differences between the remuneration of executives and personnel.
Good work 9
Typical or atypical?
”Work, work is done to have our daily bread…” wrote Finnish songwriter M.A. Numminen when explaining facts of life for children in one of his songs. The basis of paid work is to secure employee´s living. Work enables us to plan our future and organise our daily life. However, every employment relationship does not guarantee this.
The vast majority of Finnish (84 %) work in permanent and full time jobs. However, in Finland there are about 311 000 employees who work part-time. About 336 000 persons work in fixed-term contracts. These are so called atypical employment re-lationships. A considerable number of them are involuntary part-time workers.5
In Finland, there is less part-time jobs than in Europe generally. According to Eu-ropean Working condition survey6, nearly a quarter of workers in EU works part time, (less than 34 hours in a week).
Employment relationship in Finland 2012 (%):7
All SAK Permanent 84 81 Fixed-term 16 19 Fixed-term, women 18 22 Fixed-term, men 13 15 Full-time 85 85 Part-time 15 12 part-time, women 20 19 part-time, men 9 5 Temporary agency work 1 2
Full-time and permanent employment relationship is a base that ensures a fair li-ving for workers. Mostly workers prefer to have this kind of employment relati-onship.
Although some full-time workers would like to work less hours, they cannot afford it. On the other hand, if it would be economically possible for the worker, he or she does not have subjective right to transfer from full time job to part-time. This is a remarkable injustice in working life.
5 Amount of involuntary temporary workers is 221 000 and part-timers 79 000. Source Labour Force Survey. Statistics Finland. 6 5th European Working Conditions Survey 2010 7 Source: Labour Force Survey, Statistics Finland 2012; SAK barometer on working conditions 2012.
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Part-time work has increased
In Finland, the most common reason for working part time job is studying; a third part of part-timers are students. The share of employees working part-time has not changed greatly during the last decades. However, from the end of last millennium, increase of employment has brought more part-time workers. For-example, expan-ding of shopping hours brought more part-time jobs, but no full-time jobs.
There are two different reasons for the increase of part-time work. It reflects the general polarisation of working life. Firstly, it is common in the service sector, retail, catering and hotel businesses, where wage is paid by hour. Part-time work is a threat to the livelihood of many workers. There is a clear difference in working part-time involuntary, because there is no full time jobs, and in working part-time temporary, to earn some money.
The permanent personnel is compelled to compete with temporary workers for extra hours to earn a fair living, although, in the cases where the working place can-not offer full time jobs, permanent workers should have the priority for extra hours.
During the last two decades, the other factors causing increase of part-time work is part-time pensions and in some extent, partial childcare leaves. These are usually voluntary solutions, and therefore generally positive arrangements.
Part-time job suits for many life situations. On its best voluntary part-time jobs ea-ses everyday life and helps well-being at work.
It is obvious that, in addition to permanent and full- time jobs, labour market needs fixed term workers, for example for replacing workers during family leaves. Amount of labour in enterprises may also alter largely in different times.
Part-time unemployment creates poverty
Working part-time and in fixed-term jobs is not always a voluntary decision. Invo-luntary part-timers are actually partially unemployed. Part-time unemployment creates poverty and insecurity. Half of SAK members working part-time would like to have a full-time job.8
People are usually more satisfied and happier in permanent jobs than in insecure employment relationships. ”Hopes and the reality” -project of the Finnish Institute of Occupational Health found out that, in average, planning of future, starting a family, supporting children and taking care of own health is more difficult for per-sons who are in an atypical employment relationships or are entrepreneurs. Fixed-term workers seem to meet similar risks than entrepreneurs.9
Insecurity of work and living affects more women than men. Part-time jobs are most common in retail, catering and hotel businesses. Fixed-term jobs, on the other hands, are more common in the public sector.
8 SAK barometer of working conditions 2014, advance information. 9 ”Hopes and the reality”, Finnish Institute of Occupational Health, 2010
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Often these employment relationships are linked with employers’ aim to minimize labour costs and therefore gain more profit. Employees thus bear the economic risks of the firm.
At the moment, Finnish legislation does not require any grounds for the use of part-time workers. In several collective agreements, there are no minimum limits for working hours (zero hour contracts) or grounds for them. For example, in service sector there are firms where 80 % of personnel works part-time.
Involuntary entrepreneurship
Several Finnish workers work alone, part of them voluntary, part involuntary, be-cause there is no alternative. When employers dismiss personnel or outsource work to subcontractors, workers must employ themselves. This phenomenon is called necessity entrepreneurship or involuntary entrepreneurship.
Amount of self-employed has increased steadily during this millennium. In 2013 there were 152 000 self-employed. That is 30 000 person more than in the beginning of millennium.10 That is about 6 percent of all employed.
10 According to Statistics Finland, self-employed are sole traders, freelancers, grant receivers. In 2013 there were about 111 600 sole traders, 28 500 sole professionals and about 11 800 freelan-cers and persons receiving grants.
A workplace where everyone works full-time
Almost impossible, but here it is true. In K-market of Lempäälä every employee works full-time.
Shopkeepers Anne and Janne Rantala started their business in 2005. Already from the beginning they have offered full-time jobs for their personnel.
Small firms at the service sector usually run their business with large amount of workers working by hours. Lempäälä K-market chose another policy.
The key is rota planning. Once a week Anne Rantala plans the shifts starting in two week time. The planning is based on 26 weeks working hours adjusting sys-tem. During that time period every worker has same amount of working hours.
The adjusting systems requires workers to be flexible, but according to Rantalas employees accept it, due to regular monthly salary, in spite of working hours.
Pam-Magazine 5/2013
12 Good work
There are no statistics on voluntary and involuntary self-employed. We know that 8 percent of them are underemployed. 28 percent of self-employed work part-time involuntarily.11
Journalists, translators and artists have traditionally worked as self-employed, but nowadays self-employment concerns almost all fields. Several employers do not take workers on their payroll. They use contract of services and thus evade obliga-tions and costs. Therefore they trample the price of work. Self-employed support their social security and pensions, and they do not have health care supported by employer. SAK sees, that this kind of speculation with employment relationships must be stopped.
The opinion of SAK is that
• Employment relationships should be based on permanent and full-time relationships. This assures employees to have a fair income, they can or-ganise their everyday life and plan future. Possibilities to have voluntary part-time jobs should be easier than nowadays.
• The legislation should regulate that part-time working must have accep-table grounds. Extra hours must be offered for part-time workers accor-ding to law.
• Workers in atypical working relationships and in permanent relati-onships must be treated equally, including also entitlement to annual ho-liday, training and possibility to influence.
• Trampling the price of work by involuntary entrepreneurship and cont-racts must be stained.
Work and free time must be rightly proportioned
Contrary that is argued in the Finnish media, there has not been major changes in working times during the last two decades. About three quarters of wage-earners work in a permanent and full-time jobs. The length of annual holiday and amount of public holidays is average EU-level.
Depending on statistic methods, the Finnish full-time work is either longer or shor-ter than at average in EU. This depends on what is measured, who are compared and what is included in the comparison. For example, according to Eurostat, weekly hours in full-time jobs are average Nordic level. In Sweden it is longer and in Den-mark and Norway shorter. Statistics also reveal, for example, that in Greece, long weekly hours do not guarantee welfare.
11 Anna Pärnänen, Tieto ja trendit -magazine 1/2014, Statistics Finland.
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In the wealthy Nordic countries it has been possible to gain a fair living. During the past decades, a part of the prosperity has been invested in shortening working time.
Women in Finland have commonly worked full-time. In several EU-countries, the length of women’s working time is strongly dependable on motherhood. In these countries childless women are hired and working full-time more often than mot-hers of small children. In Finland the link between working time and motherhood is not so clear. Finnish day care system has made it possible for mothers of small children to participate in working life. This is an important question of equality, and Finland has succeeded fairly well in it.
Full-time work is the most common form of work in Finland, but it does not mean strict and coherent working times, on the contrary. Traditional working time mo-del, where work starts and ends exactly at the same time in every working day, wit-hout anyone could change them, is nowadays fairly rare. Unlike in many other countries, working time in Finland has been made more flexible without changes in full-time working.
Most flexible working times in Europe
Finnish working times are the most flexible in Europe.12 However, this is mostly based on the needs of productivity and employers than the needs of employees.
Employer-based arrangements are, for example, overtime, shift work, night work and involuntary part-time work. Arrangements based by the need of employees are, among others, flexitime, working hour banks and accounts, and the possibility to work part-time.
12 3rd European Company Survey (ECS 2013)
43,8
42,8
41,9
41,6
40,9
40,8
40,2
39,1
38,8
Kreikka
Iso-Britannia
Saksa
Euroopan Unioni (28 maata)
Viro
Ruotsi
Suomi
Norja
Tanska
Average number of weekly hours in full-time jobs 2012(hours/week, all employed, Eurostat, 4.7.2013)
Greece
Great Britain
Germany
EU28
Estonia
Sweden
Finland
Norway
Denmark
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SAK thinks that there should be balance between employer and employee based arrangements. Too often flexibility means difficulties to reconcile work and family life. Employees’ possibilities to influence on working times should be increased. For an employee, flexible working times mean more well-being and coping at work.
Finnish people find it more difficult to reconcile work and leisure time that other Nordic citizens. Only 34 percent of Finns think that they can do it very easily, while in Denmark the percentage is 58.13 In flexibility the Finland is on the top of Nordic countries, but in reconciling Finland is bringing up the rear.
Finnish employees work unusually often in shifts, about one in five. Among SAK members, the percentage is 39. Compared to other EU-countries, also evening, weekend and night work is quite common.
22 percent of workers represented by SAK work at night. Significant health hazards are related to shift and night work. Therefore working time arrangements at the workplace are important. Research results on healthier working time arrangements, for example on shift and night work, are available. This information should be put in use at workplaces.
13 5th European Working Conditions Survey 2010.
39
40
39
38
48
30
47
22
13
29
26
37
16
16
Yhteensä
Nainen
Mies
Teollisuus
Kuljetusala
Julkinen ala
Yksityinen palveluala
Night and shift work at SAK-workplacesSAK barometer on working conditions 2012
Yötyö
Vuorotyö
Industry
Women
Total
Night work
Shift work
Private services
Public sector
Transport
Men
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Functional working time solutions encourage longer careers. The advantages of long work and night rounds, like long free periods and better pay, are gained im-mediately, but the hazards they cause for health are noticed later. The ability to adapt to shift work decreases with age.
Working time models must take long term health effects into consideration. Thus the health and ability to work remains as good as possible. Work must not be an excessive burden to health.
Some companies have introduced programmes for ageing workers, which, for example, include different forms of senior leaves. The idea is to promote well-being and maintain work ability of ageing workers. The experiences have mostly been good: easier adjustment to workload and longer working careers. In May 2013, the Central Organisations made a joint model to give advices for age programme ma-king.
Example on shift work
A large Finnish company in transport sector, together with The Finnish Institute of Occupational Health, launched a project to develop shift work.
The project had three aims
1. Improving the well-being, alertness and ability of ageing workers and shift workers.
2. More fitting shift work model for workers over 45-years.
3. To optimise working time and maintenance time of the equipment.
The new feature in the model was that the shifts were rotated forward. The day after morning shift (6–16, 10 hours), was an evening shift (15–01) and every third day was free. The fourth day was a night shift (21–06), and after that there were two days off. The health of the workers participating this model was followed and compared to the previous working system were shifts rotated backwards and there were three night shifts in a row.
The results were impressive. The new model improved the work ability, capability and quality of sleep of both younger and ageing workers. The experiences of the workers also showed better work - life balance and better quality of life and well-being. The results showed clearly that recovering after one night shift is faster than after three nights. These arrangements also support well-being of the ageing wor-kers. All participants of the experiment voted for the favour of continuation of this system.
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Taking care of business at leisure time is fairly common in Finland. In addition, over half employees have working time arrangements, where hours exceeding cer-tain amount of working time, can be saved and use later, usually as whole day offs. In EU, this kind of practise is most common in Finland.
Working time is the most typical issue to be settled locally. In Finland, the levels of agreeing (central organisation, union, locally settled agreements) has not hindered flexibility of working times, on the contrary. Locally settled agreements have been increasingly open to flexibility of working times. The advantages of flexibility vary.
Can you work zero hours?
During the past years, the amount of so called zero hour contracts has increased in Finland. In the service sector these contracts are called “workers called to work when needed” and in industry “altering working time”. The working time can vary anything from zero hours to upwards. In working contracts the usual amount is 0-40 hours a week.
In all cases, the employee is bound to a contract in which there no guarantee of minimum working hours.
SAK thinks that these zero hours contracts violate the rights of workers. These kind of contracts should not be concluded. Zero hours contracts cause insecurity, losses of social and employment based benefits and problems of livelihood. A person who works on zero hours contract cannot plan his economy or future, because he cannot know how many hours of work is offered in the future.
The opinion of SAK is that
• Possibilities to influence on working times must be increased.
• No zero hour contracts. Workers must have a right for certain minimum income.
• Common rules for working hours banks. Rules must include, for example, rules for joining and detachment, rules for saving time and for the use of it.
• To investigate the possibility to organise the working hour bank as a fund administrated by labour market organisations. Holiday bonuses of fixed term workers could be saved in hour bank, to ensure paid leaves between fixed-term working periods. As its part, this system would also function as a buffer against economic conjunctures.
• Shift work should be organised by models that are recommended by the Finnish Institute of Occupational Health.
• Planning of shifts must be developed further. A model, where workers have a possibility, with certain conditions, to choose suitable shifts for
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them, has have positive effects both on well-being and productivity of workers.
Fair play
We do not pay any attention on tap water when it is clean and fresh. We can drink it and use it for washing and making food. But, even a small problem, like bad smell or colour, can spoil it. This is also the case with fair play at workplaces. A slight slip and the workplace is off roads.
In a good workplace boss and colleagues are fair. Working is planned, divided and done in cooperation. Holidays, working equipment, demanding tasks, wage raises and shifts are divided fairly. Differences and disputes are solved by discussion. Dif-ficult questions are solved with worker representatives and health and safety repre-sentatives.
This is the way it should be. Laws and agreements regulate what kind of activity is recommended and what is forbidden. At workplace employer and colleagues are not allowed to act how they will.
Act on Co-operation within Undertakings guides employers and employees to coo-perate. Employment Contracts Act regulates employer and the representatives of employer to treat employees equally. Act on Equality between Women and Men regulates equality between sexes in working life. According to Non-Discrimination Act nobody may be discriminated against on the basis of age, ethnic or national origin, nationality, language, religion, belief, opinion, health, disability, sexual orientation or other personal characteristics.
Collective agreements are made to guarantee industrial peace. Employee and em-ployer organisation conclude agreement on general terms in which workforce is bought and paid for. Collective agreements define rights and obligations of employ-ees and employers.
In practise, the best way to apply agreements at workplace is to negotiate and agree. Things are not right, if even minimum requirements are not respected. Unfor-tunately, it still happens. The stories of SAK worker representatives are quite rough as following diagram shows.
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Agreements and laws are needed that, even in weak moments, employers cannot avoid the requirements of equal treatment. The aims of the employer are set too low, if requirements of laws and contract are fulfilled reluctantly, with grinding teeth.
Equal treatment is a common aim of trade movement and legislator. All workers must be treated equally. Doing wrong towards one is doing wrong against all. Sing-ling out for negative attention, favouritism and categorising of workers poison quickly the spirit of a workplace. Trust turns to sullen glances, complaining and to unreasonable control. Cooperation is turned into continuous quarrels.
In a good work, equal treatment is not a commitment, but a way to work. By giving feedback the employers and employees can develop their working communities to be fairer.
Strong trade unions, local unions and competent trade union representatives secure with their presence that in Finland employers behave more equally than in many other countries. In Finnish working life it is known that equality is the best way to act. In tough situations strong union is needed, because, for a sole worker it is dif-ficult and sometimes daring to bring up issues like discrimination, unfair treatment or other problems.
Not only the employer, but all of us are responsible for the spirit of the workplace. Fairness, straight talk and reliability help us forward even after tough times. Life is easier for all, when one gets along with co-workers. In a good work correct beha-viour, good humour and active attitude are combined.
The members of SAK are fairly satisfied on their life at workplaces. Treatment is mostly correct and fair, but, in many workplaces there is still room for improve-ment. Violations of fair rules must be dealt quickly and with determination. For that there are laws and collective agreements.
26
30
38
57
32
53
47
45
34
48
21
23
17
9
19
Teollisuus
Julkinen ala
Yksityiset palvelualat
Kuljetusala
Kaikki
Has employer violated agreements or laws? (%)
kyllä
ei
en osaa sanoa
Industry
Public sector
Private services
Transport
All
Yes
No
Do not know
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The opinion of SAK is that
• Equal treatment is part of everyday life in workplaces.
• In a good work everyone has an important role.
• Laws and agreements are binding, but in a good work the aim is higher than the minimum requirements.
20 Good work
2. FLUENCY OF WORKING
Good work is productive
Work must be organised so that it is productive. The less we do useless work, the more effective and productive our work is. This does not mean pressing or rushing, but doing our work in a right way and doing right things.
It is possible to develop both productivity and well-being of people simultaneously. Mostly it is a question of will and skill of the management.
Productivity is a question, on which we can influence on workplaces. The more we organise our work and utilize skills and ideas of the personnel, the better the pro-ductivity is. A rise of productivity enables a rise in living standard, because, espe-cially at the private sector, productivity is the best friend of wage rises.
We can develop productivity by doing things better, for example by developing working methods and processes, creating new products and services, by using tech-nical tools and by developing and using skills of the workers.
People are managed, not used
Machines and equipment do not need management, we only need to know how to use them. But, we cannot operate humans and work organisations mechanically. It would be inhumane and unbearable.
It is a waste not to utilize the skills and new ideas of the personnel. And still, it happens too often. All of us have more skills than we can tell. By appreciating these resources, many organisations and firms have paved their way to success.
Work must be planned and organised in a way which takes characteristics and skills of the individuals into account. Work must be in line with the worker, not over or under. When a worker finds his job to be meaningful, one is ready and willing to do the best and also willing to develop work and skills. This has a positive influence on productivity.
Examples show that, when it is possible, successful and well-being work communi-ties dare to experiment new things. Feeling of satisfaction arises from good perfor-mance, continuous development and accepting failures.
During the whole industrial period, the chart of organised work is based on same issues. They are hierarchies of power, division of labour and standardization, con-centration of authority, and what is worst, employees are subjected to be a part of a unity, which character he is not allowed to understand.14
This kind of organising of work and increasing of productivity is inhumane and unbearable. It is important to increase the productivity of work, but it must be ac-
14 For example. Miettinen Ensio and Saarinen Esa: Muutoksentekijä, 1990.
Good work 21
hieved in a different way, that is, by utilising the creativity and knowledge of wor-kers. Taking care of the well-being or workers is utmost important, both humanely and economically. A person who does not feel well, does not work well.
Lack of influence has serious consequences. Most of people want to make important decisions and choices that concern them by themselves. Working life is no excep-tion. Workers want to think and solve problems. They want to be part of the pro-cess, gain results and to take the responsibility. If there is no room for innovations or ideas, workers do not feel to be responsible for the results of their work.
The opinion of SAK is that
• Well organised work is productive and it strengthens the professional identity and well-being of workers.
• Work must be organise in way that makes possible for the workers to in-vent new working methods.
• Management must create a culture that is open for questions and tolera-tes failures.
• Circulation of information must be open, and trustworthiness must be developed consciously. Trust is built by step by step, not by orders. If per-sonnel is not informed on issues that concern them, one creates only mistrust, not trust.
• If we want to promote workers to be initiative, we need working arran-gements that allow workers to feel ownership of their work.
22 Good work
Room for creativity
In a good work a worker has a possibility to learn and develop. Achievements bring satisfaction in school, at home, in garden as at workplace. Good work is a work, where an employee can contribute in developing the results of own work.
For example, In Japan, the most successful car manufacturers develop their working methods, quality control, components, design and workability continuously. This is done in small steps.
In Denmark several enterprises have gained faithful customers by developing wor-kability, custom service and security of supply. Both in Japan and Denmark the know-how of the whole personnel is a part of this developing process.
A good example, health care and a nursing company
The idea is to be more efficient and do quality work with existing resources. To do this, there are six principles
1. The superior discusses often and regularly with workers on the care of pa-tients, on fluency of work and what is important in work.
2. Discussions with partners concentrate also on the care of individual pa-tients. The idea is to find out the needs of individual patients and solutions for these needs. These discussions are done by phone, in everyday confron-tation, outside the official channels.
3. Patients need for care is also discussed with relatives. Superior makes this call by phone or in meetings. The superior informs personnel about these discussions.
4. The superior supports workers' development of skills. The Superior en-courages workers to participate in training. Part of the office meetings is spend on sharing the knowledge gained in trainings.
5. While planning work and distribution of tasks, superior takes every wor-kers special skills into consideration. Therefore every worker can use their skills and patients receive best care. This has enabled, for example, that the difference between the work of practical nurses and nurses is not so wide anymore. With right training the practical nurses take care of medi-cation. Their information on patients and their needs is also utilized in care plans.
6. Developing is part of everyone's work and everyone skills are needed for this.
Kurki, Valtanen, Tuomivaara 2013
Good work 23
Very often most of us feel that work could be done in a better way. We are the best experts on what is wrong and does not work. We also know how, when and in which way working goes seamlessly and things get done. Therefore, in workplaces, we con-tinuously discuss about problems and achievements. If organisation does not utilise these critics and ideas as a part of developing, these discussions do not make a dif-ference.
Work engagement is possible, when worker can influence on developing fluency and methods of work. Creativity begins with the ability to decide on the content and way of doing a job.
The best workplaces understand, that the development of effectivity is not only a task of the management. Continuous, equal interactivity opens the possibility to develop activities. A colleague or subordinate is as good as the boss to notice what is eating up at the workplace. A good work gives room for better doing and mo-ments of achievements.
The opinion of SAK is that
• Productivity is a common task of the work community.
• Creativity and initiative of the employees must be put on use when developing work processes.
"Luckily there are also good managers"
Well-being at work depends partly on managers. It said that the best a boss can do for subordinates, is to take care of him/herself. Managerial work is dependent on
”Managers have the main responsibility on worker´s well-being. Work should brought satisfaction, not anxiety or apathy. If the only aim of a company is to gain profit without thinking the well-being of workers, the costs for society and indivi-duals will be high.
Good workplace promote also well-being of families, bad ones cause ill-being. Best workplaces see families as an important interest group. Family life and working life are bounded together, if there problems with other, the other will suffer too.
There are one-sided managers who are only interested in their own success, to climb on the top. Luckily there are also good managers who are honestly interested in the well-being of workers.”
Professor Howard Gardner, Hyvä työ, paha työ, EVA-analysis 2010
24 Good work
the well-being of the manager. In a working community, as well as in any group, personal relationships are important for the well-being and job satisfaction.
All work assignments causes strain. Sometimes work demands a lot. In a long run, continuous strain causes negative effects. An important part of managerial work is to continuously evaluate the physical and psychological risk at work and work en-vironment. Work must be managed in a way that work and strain are in right pro-portion.
The Finns do not wish to have an easy work and a small workload. Under burdening work is a problem like overburdening work. If the situation is continuous, both un-der and overburdening kills the joy of working and professional pride of the worker.
Challenging, but manageable work offers experiences that the workers need. Te-dious work does not bring feeling of success and strong professional identity.
Respect is an important part of managerial work. Giving commands to adults causes a feeling of subjugation. The respond for commanding is most likely resistance, not a desire to do the job quickly and as well as possible. This does not mean that ma-nager could not act clearly and consistently. To say it clearly: manager can choose between respect and criticism.
Managing is effective, when the aims for working are, at least partly, set by the wor-king community, not by outsiders. Even when there is no possibility to influence on aims, is usually possible to discuss the ways to reach them. Engagement is stronger, when people have been involved in decision making. However, manager has always the responsibility, and that cannot be avoided.
A good manager follows how thing are going. If things are not going as expected, they are tackled firmly and consistently. Also these problems must be dealt with neutral and inquiring way.
Negative and blaming management spreads negative atmosphere. A good manager work encourages common spirit, trust and feeling of reciprocity. This kind of posi-tive issues promote well-being and ability to work.
A good management work takes different age and life stages, as well as working ability, into account. The Central Organisations have jointly drafted material, which helps workplaces to manage challenges of ageing and to turn them into a potential of workplace.
Good work 25
A big part thinks that they are like Koskela
The Unknown Soldier, a novel of Väinö Linna, is a book about war, and also a co-lourful description of different styles of management. Second lieutenant Koskela is often considered as a good example of humane manager. Managers like Koskela are found in working life, but also other caricatures of the book.
Style of management has a great importance. Fear causes a twist, where workers find routine work and predictability important, because in these situations there is no reason for punishment. In this situation risks are avoided and the quality and amount of work is duplicated like machines. There is no spontaneous and innova-tive ideas and solutions.
Management is for setting and reaching goals. Goals are reached when workers feel them to be their own. The main task for manager is to assist workers to be successful in their jobs.
It is impossible to say, how big part of good or bad things at workplace is caused by managers. Especially young workers set lot of requirements for management work.
Educated workforce do not mean less management work. The management work should be of better quality.
Many workers expect to have more response, openness, encouragement and open ear for ideas. Perhaps the ability of the managers in leading technological issues are in place, but there is need to develop the skills to lead people.
The aim of age programme is to help the work communities to realise different age groups as a resource and benefit on the strengths of the working community. In practise this means promoting cooperation skills, accepting differentiation and to support people in different age situations.
This kind of working community does not born by itself, but in open discussions and by managing with examples. One way to do this is an age programme. One of the main aims is that questions of age, different age situations, working and career, are discussed with every worker.
A model towards longer working careers - Guide to age programmes. 2013, p. 6.
26 Good work
Workers want to be treated humanely. This may sound obvious, but in practise, it is a very important thing. Even small things, like greeting and politeness towards others, are unfamiliar for many persons in working life, not to mention correct feedback, openness and communicating information.
Very often the atmosphere or a working place could be easily been bettered, and without any costs. But, for a reason or another, it is difficult. Sometimes manage-ment work is still faceless, bureaucratic and cold. It did not work under the period of mass production, not to mention in modern environment.
Luckily, there are many organisations, who understand the meaning of reciprocity. There are organisations who work well in all areas, clearly exceeding the minimum preconditions set by law.
The right direction in working life is to treat people as fully-grown, responsible and reflective individuals.
The opinion of SAK is that
• Work must be organised according to worker, not over or under.
• A good manager appreciates workers, and acts in a way which allows wor-kers to be and wanting to be successful and to develop their professional skills.
• ”Work is more satisfactory, if one feels to be needed and sometimes receives
praise. If managers greet in the mornings.” (Female, 45 years, worker)
• ”Feedback, also negative, should be more clear and specified. Training con-nected to the feedback would be a force to carry on. We could feel that our work is cared for and the aim is to better the quality of it.” (Male, 33 years, worker)
• ”A conservative manager do not change his way to act although develop-ment of personnel and equipment would need that. In our firm workers are a necessary evil, who are not worth of investing, because firm is doing well. Work will be more satisfactory when we get a younger minded manager who appreciates the workers.” (Male, 28 years, worker)
• ”Upper management shows no interest towards workers. One copes less with work, when there is no thanks. Management expect workers to flexible, but the firm itself does not do that!” (Female 22 years, worker)
• ”Listening and caring. Giving obeys makes only to think ways to get rid of the whole job.” (Female, 48 years, functionary)
Source Juha Antila, Työn mielekkyydestä ja mielettömyydestä, TEM, Työ-poliittinen tutkimus 2006
Good work 27
• Good management work promotes spirit, trust and reciprocity.
• Feedback is important. It should be given with respect and in construc-tive way.
The spirit of "we together" brings results
A good workplace has a good spirit. Workers help and trust each other. Management is fair, and there is time and possibility to discuss on matters. Everyone is in the same boat, every rows, and in the same direction. This is a one way to describe a good work community.
We all have inherent need to be a part of a group. We want to be needed and accep-ted. We want to be a part of a group, which cares, helps and supports.
One of the major parts of well-being at work is a feeling of togetherness. In the re-search of SAK nearly all (95 %) found that good colleagues are an important part of work.
Other Finnish and foreign studies have found out similar results. Good work envi-ronment is likely to be important also in the future, because especially young SAK-members appreciate good colleagues.
69
54
45
42
36
34
32
27
22
21
14
9
6
27
41
49
47
55
50
55
43
44
56
42
25
18
Työpaikan varmuus
Hyvät työkaverit
Mielenkiintoinen työ
Hyvät työajat
Hyvä palkka
Mahd. kehittää ammattitaitoa
Mahd. käyttää aloitekykyä
Pitkät lomat
Muiden arvostama työ
Vastuullinen työ
Yhteiskuntaa hyödyttävä työ
Hyvät ylenemismahdollisuudet
Helppo työ
Important or fairly important things at work (%)
Erittäin tärkeää
Melko tärkeää
Interesting job
Good salary
Possibility to develop skills
Possibility to be initiative
Long holidays
Job appreciated by others
Job with responsibility
Easy job
Fairly important
Possibilities to promote
Secure job
Nice colleagues
Suitable working times
Very important
Job is useful for society
28 Good work
According to work and health study 2012 of the Finnish Institute of Occupational Health, the feeling of togetherness is quite common at Finnish workplaces. About 70 % feels of being part of the crew. 80 % of workers feel that they get help and support from colleagues. These matters seem to be little better in Finland than el-sewhere in Europe.
Different studies show that the environment and job satisfaction at work are con-nected with well-being and productivity. If there is a spirit of unity in the workplace, the workers are healthier, cope longer at work and are initiative.
How feeling of togetherness is born?
Pleasant work environment does not arise automatically, it must be cultivated. Be-hind every success there are people, both employees and employers. The keywords are trust and mutuality.
Togetherness is strengthened by job involvement. It is the strongest way to commit us to our work and work community.
A good work creates a strong trust. Things run, work is done. Help is given when it is needed. Peak periods are taken care of with cooperation. Ideas are picked up, new
”Study shows that trust and sense of community are social assets of workplace because they make work fluent. Lack of them paralyses cooperation. Trust and sense of community engage workers to organisation and reduce work related stress.”
Jaakko Koivumäki: Työyhteisöjen sosiaalinen pääoma, 2008
According to professor Marja-Liisa Manka team spirit is born when:
• everyone is kept fully informed on work issues
• members of the work community work together to experiment new ideas
• members of the work community take proposed improvements into ac-count to gain the best possible result
• the aim is “to work together”
• everyone feels to be understood and accepted.
Yhteisöllisyydellä menestykseen, Jamit -project, 2013
Good work 29
ideas are planned and applied. Less work, time and money is spend on comman-ding, controlling and reporting, when experience shows that one can rely on co-workers doing.
People go to work to do something good and useful. The idea is to get things to be done. The reason for working is not only to have salary also in the future, but to get something ready or done. People want to be useful members of community. Work is easier and more fun when it is done together.
The opinion of SAK is that
• Trust and sense of community must be developed at workplaces.
• Open dialogue, mutuality and respect encourages sense of community.
Dictation is a contrast for agreeing
Cooperation between men is based on laws, norms, agreements and commitments. Employer has right to rely that worker arrives at workplace and gives his share for the common course of the organisation. Employee, on the other hand, has right to rely that employer pays agreed wage, offers safe working environment and treats workers equally.
Employment relationship is based on deep trust, because, usually part of the wage is paid beforehand and part afterwards. Thus, during a month both employer are employee owe money to each other.
In Finnish workplaces the trust is based on agreements. When substance of agree-ments or implementing of laws is under discussion, workers have their own repre-sentatives at workplaces and experts in trade unions. Thus employees can trust that employer cannot unilaterally interpret laws and agreements as they see fit.
Contrast for agreeing is dictation. In a good workplace there is strong joint spirit and representation. Worker representatives and health and safety representatives can trust the support of their co-workers. A strong trade union representation se-cures that employer knows that matters must be dealt and agreed with worker rep-resentatives.
However, there are problems at workplaces. According to SAK worker representa-tives, 40 % of them find that there are more disputes than earlier. Only one tenth finds that the development is for better.
30 Good work
Solving problems is easier, if issues are raised up early enough. In a good work the trust is so strong, that the employees can raise up difficult problems and conflicts, either themselves, through worker representatives or health and safety representa-tives. Raising the issues on the table is the only way we can have solutions that are acceptable for all parties.
Good worker representatives and health and safety representatives are the builders of success at the workplaces, because they have the deep knowledge on procedures, problems, risks, envies, enthusiasm and achievements that are related to work. When employees have strong representatives, employer gets reliable feedback for developing of work processes. When the organisation wants to be successful, it is important to know how things are running or where the problems lie.
A good work community discusses. Even difficult questions can be dealt objectively. In unpleasant situations the community obeys procedures that are according to laws and collective agreements. It makes possible to avoid even worse quarrels, grudges and expensive trials.
Cooperation and health and safety committees are statutory bodies that must be at workplaces were at least 20 person work. At best workplaces, they are bodies of sy-nergy, where activities can jointly be developed more productive.
The opinion of SAK is that
• Strong cooperation is the base to solve difficult problems and conflicts at workplace.
• A relationship of trust and cooperation is built upon an equal interac-tion.
• Health and safety representatives and worker representatives strengthen prerequisites of cooperation.
11
4
12
12
10
33
50
39
49
40
56
45
49
38
50
Teollisuus
Julkinen ala
Yksityiset palvelualat
Kuljetusala
Kaikki
Disputes at work have... (%)
vähentyneet
lisääntyneet
ei muutosta
Public sector
Transport
All
Decreased
Increased
No change
Industry
Private services
Good work 31
Must working be fun?
”It is hard to think, that if the work is not secure and permanent, it would be mea-ningful for the worker”.15 For most of the Finns, permanent job is a part of good work. Unfortunately, fewer and fewer people can nowadays be sure about job secu-rity.
In addition to security, well-being and satisfaction at work depends on how mea-ningful and interesting the worker finds his job, can use his skills, can influence issues that concerns his job and feels that he is trusted. Haste and insecurity dec-rease satisfaction.
Changes in job satisfaction can be considered as an indicator that illustrates the changes in working life. During the last decade the indicator has shown red. In 2013 one third of Finns found that job satisfaction has decreased. Over half found that it has remained the same and 14 percent thought it has changed for better.
15 Pekka Ylöstalo, ”Työelämä muuttuu, joustaako hyvinvointi?
Over half of SAK members find that
• Workload is not evenly distributed by employer
• Employer puts efficiency over everything
• There is always haste at work
SAK barometer on working conditions 2012
”Meaningful job is one of the bases of well-being. Working brings self-respect and activity. Working, whether it is paid work, voluntary or something else sensible activity, unites a person as a part of society.
”Nowadays it is fashionable to stress the importance of leisure time. But there is no leisure time without work. Persons in working age and able to work need frame for their use of time, both work and leisure time. Without this cycle, life is a grey mass, without peaks, falls, effort and feeling of success.”
Helsingin Sanomat, editorial, 19.9.2013
32 Good work
Not only work
The more satisfying the work is, the more important it is. Research16 shows that good working conditions postpone retirements. If work is felt to be hasty or emo-tionally burdening, or the working time is not flexible, people retire earlier.
The Finns still find working to be important, but attitudes are changing. An increa-sing number of people find work to be less important than earlier and people set conditions for work. Work should not be only a way to earn money. Many also find that there must more in life than work, and they even dare to say it aloud. Life should be satisfactory in all areas. This is a vast challenge. Work should be interes-ting, rewarding, and challenging at the same time, but it should not demand too much time and resources.
Especially young people have great expectations on working life. Yong also feel more often than older people that there are more important things in life than work..
The best expert
Several research show that if the worker has possibility to influence on the arrange-ments of his own work, almost everything seems to be right at work: well-being, performance and less illnesses. Poor possibilities to influence increase, for example, the risk of developing cardiovascular illnesses and the wish to retire earlier.17
However, these research results are not seem to be taken seriously. The possibilities to influence and feeling of meaningfulness are clearly deceasing.
The barometer of SAK18 showed clearly that workers who can influence a lot on their work arrangements, find the quality of working life to be more positive.
16 Finnish Institute of Occupational Health ”Hopes and Reality” –project found out that ” when work is satisfactory, there no is haste to retire.” 17 National Institute for Health and Welfare, report of the “Job Insecurity and Welfare”- project, 2011. 18 SAK barometer on working conditions. 2012.
”Average Finn wants an interesting job, good work community and a fair boss. Se-curity of work is more important than big salary, status or career. Instead of a ca-reer, a Finn wants fulfilment and possibility to develop. Leisure time is important, and therefore work must be flexible.”
Ilkka Haavisto, Työelämän kulttuurivallankumous, EVA study on values and attitudes 2010
Good work 33
If employee finds that he can influence on organising his job, he finds the change to be more positive than others.19
19 SAK barometer on working conditions 2012.
68
67
40
61
53
55
77
66
83
76
53
85
85
95
89
50
93
96
99
97
Continous haste
Balancing work and privatelife
Work is appreciated
Possibility to use skills
Interesting job
Experiences of working/possibilites to influence (%)
No possibilites to influence
Some possibilites toinfluence
Fairly good possibilites toinfluence
Good possiblities toinfluence
34 Good work
Several research indicate that the wellbeing is linked more on ability to influence than on amount of work. By strengthening the possibilities to influence, it is also possible to have protection against negative effects (for example haste, insecurity, difficult working times, shift work), promote commitment to work and minimise stress.
The opinion of SAK is that
• Workers must have more possibilities to influence, for example when de-cisions are made on working time, working methods and remuneration.
• Management must create a working culture, in where is possible to criti-cise procedures of the working place and to innovate new ways to do the work better.
One learns while young and forgets while old
Can working life make you stupid? According to a research, basic skills of those who have been longer in working life are weaker than those with less time. It seems that the longer you have been in working life, the weaker the basic skills are.
At the same time, the changes of working life and in society place new demand on the skills of adults. Beside of vocational skills, we need more and more basic skills, who helps us to react on changes of the working life and, especially, to learn new skills.
The present state of adult education in Finland is good. The general level of know-ledge is high, one of the highest in OECD-countries. Finns participate actively in training, yearly about 66 % of adults. This brings us a second position of OECD-countries, losing only slightly for Danes. 52 % of Finns participates yearly in work-related training.
34
24
15
7
57
53
52
44
9
22
32
48
Good possiblities to influence
Fairly good possibilites toinfluence
Some possibilites to influence
No possibilitities to influence
Changes in meaninfulness of work / possibilites to influence (%)
Meaninfulness of job hasturn for better
No change
Meaninfulness of job hasturn worse
Good work 35
However, training accumulates for certain persons. The more educated the worker is, the more one has possibilities to develop skills and have training, and vice versa. 55 % of SAK workers did not undergo any training paid by employer during the years 2011–2012.20
The employer is responsible for the vocational skills of the employees. However, the worker representatives find that the provision of the training far from flattering. As following chart shows, only a quarter of the employers gives training for all the wor-kers when needed.21
Training for all
Learning is lifelong. The aim of SAK is that the vocational skills of all workers are sustained during the whole career. The need for further and continued education is growing, as working life and labour market change fast and demands grow.
20 SAK:barometer on working conditions 2012. 21 SAK worker representative panel, October 2012.
2
1
2
0
2
41
30
41
43
38
35
35
33
32
34
22
34
24
25
26
Teollisuus
Julkinen ala
Yksityiset palvelualat
Kuljetusala
Kaikki
Need for training at workplace (estimate) (%)
Työnantaja kouluttaa kaikkiatyöntekijöitä, silloin kunsiihen on tarvetta
Työnantaja kouluttaa osaatyöntekijöistä, silloin kunsiihen on tarvetta
Työntekijöitä ei koulutetatarpeeksi.
En osaa sanoa
All
Private services
Public sector
Industry
All workers are trained when needed
Part of the workers are trained when needed
Not enought training
Do not know
Transport
36 Good work
An employee has a right for a study leave when his or her full-time employment relationship with the same employer have lasted for at least one year. A short term study leave is possible after three months of employment. Study leaves have been a widely used choice. In most of the workplaces there has not been any problems ar-ranging them. The commonly faced problems are caused by difficulties in working arrangements or there is not enough personnel. The biggest hindrance for learning at workplaces is haste.
People in worker occupations participate less in taking courses that develops work skills than persons with higher education. Workers of small workplaces take less study leaves than in other workplaces. Studying is relatively most common in workplaces with large personnel. Results of SAK worker representative panel show that companies under 20 persons, 12 % have taken study leaves. The percentage is 58 in work places with more 250 persons.22
Learning is worthwhile
The opportunity of employees to update their vocational competence is also impro-ved by collective agreements. The latest reform is the so called vocational compe-tence developing – model. The guidance of on-job-learning must also be developed.
Besides training, developing means all learning at work and in workplace. An ex-cellent place to discuss on needs and wishes to develop is a development discussion. It is a situation where one can make a personal training plan, which benefit both employee and employer.
Good working life encourages to learn, because training is worthwhile. It is a com-mon interest of the whole workplace. For employee it means concrete advantages, more salary, for example. In several SAK branches wage increases are agreed to pay upon qualifications.
For an employer, a skilful and active worker is a prerequisite for success. Developing the quality of working life benefits both companies and workers.
The opinion of SAK is that
• Also adults have right to learn. Developing skills must be possible during the whole career.
• Adult education and training must be developed as a whole of its own.
• Vocational adult education must provide more alternatives both in cer-tain vocational fields and over all fields.
• Competence based qualification system must be developed and its high and homogeneous quality must be guaranteed.
22 SAK worker representative panel 4/2013.
The Central Organization of Finnish Trade UnionsHakaniemenranta 1 A, PO Box 157FI-00531 HelsinkiTel. +358 20 774 000www.sak.fi