Adopt wellbeing-fostering policies

Means

Description

Smart planning of operations

Designing the operations of the workplace smartly by:

  • planning who does what and how
  • reducing overlapping work, meaning the same work done by several employees (unless appropriate)
  • improving flow of information within the workplace
  • ensuring that personal, team, and organisational level goals are clearly set and communicated
  • advancing leadership
  • considering which matters each employee should focus on so as to reach their best possible performance
This means is relatively effortless to put into action, meaning that it's execution does not require major investments as regards personnel, time, or material
Smart shift scheduling

Favouring a fast-forward (clockwise) rotating shift pattern that involves only 1−3 consecutive night shifts, and avoiding short (< 11 hours) shift intervals such as a morning shift following an evening shift. These arrangements promote recovery between work shifts and good work-flow among shift workers.

This means is relatively effortless to put into action, meaning that it's execution does not require major investments as regards personnel, time, or material
Engaging employees in designing environments

Involving employees in designing their working environments (digital, social, and physical) and the rules that apply in them

This means is relatively effortless to put into action, meaning that it's execution does not require major investments as regards personnel, time, or material
Smart design of activity-based working*

In creating a functional environment for activity-based working*, careful design process in which employees are involved is essential. The design process should be founded on the goals and operations of the organisation, and on the demands and behaviours of employees. Examples of various types of activity-based working arrangements are: open work space, assigned workstations for employees that need permanent and personally adjusted workstations, unassigned workstations for employees that do not need fixed workstations, soundproof phone booths, silent areas for concentration, areas for group work, official meeting rooms, and areas for unofficial collaboration and socialising.

Agreeing on rules in activity-based working*

Compiling rules on how to use various areas in an activity-based working environment* together with employees. Monitoring the feasibility of the rules and how well they are followed, and adjusting them when needed. Informing all employees about the rules via multiple channels, such as face-to-face, via email, and by setting the rules visible in an easily noticeable place in each working area. Different types of working areas can also be indicated with colours and/or signs so that everyone knows how to use and behave in a particular area.

Flexible work arrangements

Providing employees the possibility for:

  • flexible working hours
  • remote work
  • adapting work schedules, for example, by working nine-hour days Monday through Friday and only four hours on Fridays
  • adjusting personal workload to meet physical and mental resources
  • reduced working hours when life situation so requires
Smart meeting practices

Saving time and increasing productivity by arranging meetings only when necessary, by setting clear objectives for each meeting, and by inviting only employees that need to be involved

This means is relatively effortless to put into action, meaning that it's execution does not require major investments as regards personnel, time, or material
Ergonomics check-ups

An ergonomics professional together with immediate superiors visit employees’ personal workstations with certain intervals to check that employees have appropriate tools and sufficient knowhow for working ergonomically, and that their workload and work tasks fit their work ability. Possible problems are solved with tailored solutions. Superiors are recommended to be involved in these check- ups so that they become aware of how each employee works, and develop skills to plan work tasks smartly.

Rotation of work tasks

Promoting job mobility by rotating work tasks or by providing employees an opportunity to gain work experience in another job for a period of 3–6 months with the possibility to return to old job

This means is relatively effortless to put into action, meaning that it's execution does not require major investments as regards personnel, time, or material

*In activity-based working no employee ‘owns’ or has an assigned workstation. Rather, the workspace provides employees with a variety of activity areas designated to specific work tasks, such as learning, focusing, collaborating, formal meetings, and socialising. The aim is to give the personnel an opportunity to choose a place in the workspace where it is most suitable for them to complete their work tasks.

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