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It’s a good idea to deal with problems when they are still minor. The work ability and well-being of employees are supported by actively identifying, addressing and solving problems. Early support is a part of exemplary supervisory work and daily management practices.
Additionally, functional co-operation between the supervisors, employees and the occupational health service is necessary. Co-operation helps to effectively prevent sick leaves and early retirement.
According to Elo’s work community surveys, every third respondent would like their supervisor to be more actively involved in solving problems within the work community.
According to Elo’s work community surveys, every third respondent would like their supervisor to be more actively involved in solving problems within the work community.
Recognising work loading
Work loading and stress is not only a negative thing. A suitable amount of loading at work supports the employee's work ability and health. Harmful load factors can, however, arise at any workplace. One key aspect for managing work-related load factors is their systematic identification and assessment.
Read moreHere's how to raise issues and show you care
An early support discussion is a confidential discussion between the supervisor and the employee for the purpose of addressing any circumstances or situations that are disruptive to the work process. The aim of the discussion is to find solutions to help the work to flow more effectively at an early stage, as soon as the supervisor has become aware of any concerns regarding the employee.
Read moreAdapt the work
Work adaptation should be planned through collaboration within the workplace already before there is an acute need for such measures. These measures should then be taken into use as soon as an employee’s work ability appears to be challenged. The earlier the work is adapted, the faster the situation will likely be resolved positively for all parties.
Read moreIn a situation in which the employee…
When the employee doesn’t know what is expected, clarify the work task and objectives.
Coaching questions for the employee:
• How is your work going?
• What are the primary objectives of your work?
• How well have you achieved the objectives for your work?
• Do you need help from me in terms of clarifying the objectives of your work?
• Would you like more or less support from me in terms of your work?
• Do you feel that you receive a sufficient amount of feedback regarding your work? If not, would you like more?
If the employee lacks the necessary skills, ensure a sufficient work induction and clarify the need for further training.
Coaching questions for the employee:
• How is your work going?
• Do you have work tasks that seem difficult?
• Do you need further induction or instructions? In what areas?
• How do you feel that you learn best?
• Who would be the best person to help you?
If the employee is not capable of carrying out the set work tasks, make alternate work arrangements and/or acquire equipment.
Coaching questions for the employee:
• How is your work going?
• How are the current work arrangements working for you?
• What might improve your work process?
• What do you feel should be done in this situation?
If your employee isn’t willing to do the work, address the matter and issue a warning, if necessary.
Coaching questions for the employee:
• How is your work going?
• How well have you achieved the objectives for your work?
• What is preventing you from succeeding in your work?
• What changes could you personally make?
• On a scale of 1-10, how satisfied are you with your work?
If your employee is taking on too much:
• Set limits for the work
• Share the responsibility more broadly
• Initiate the use of work pairs
• Share the competence of experts more extensively
• Offer work guidance
Coaching questions for the employee:
• What can I do, as your supervisor, to improve your work situation?
• Would you like help or coaching for any of your work tasks?
• What could we do to further develop the co-operative work of our team?
• On a scale of 1-5, how satisfied are you with your work?
• On a scale of 1-5, how stressed are you?
• On which work tasks do you spend your working hours?
• What are your most important work tasks?
• Which of your work tasks could you give up?
If your employee isn’t able:
• Work co-operatively with the occupational health service
• Assess the employee’s performance at work
• Organise occupational health negotiations
• Adapt the work
• Clarify the possibilities for rehabilitation
Coaching questions for the employee:
• How is your work going?
• How do you view your situation?
• What work tasks can you carry out well?
• What work tasks are difficult to carry out?
• What would help you to continue working?