Study: Healthcare and social welfare must also lead recovery from work

Finnish Institute of Occupational Health media release 15 August 2024
 
A recent study found that the recovery of employees in the healthcare and social welfare sector is inadequate, leading to poor work performance, health issues and even reduced work ability.
  
Only 29 per cent of healthcare and social welfare professionals under the age of 30 and 39 per cent of those over the age of 60 recovered well from their work. In autumn 2023, the corresponding percentage of healthcare and social welfare employees of all ages was 35. Out of supervisors, 40 per cent recovered well from their work, and the corresponding number for managers was 41 per cent. 

The individual’s own means of recovery are not sufficient, which is why they need to be supported with recovery methods at the work community level. The study listed recommendations for recovery management measures in the healthcare and social welfare sector for management and supervisors. 

Recovery requires the support of competent management

Community-based recovery methods are closely tied to management and require time and competence. They are used to improve workload management, increase resources and enable or support the use of various recovery methods at work, such as breaks. 

“Management and supervisors are responsible for ensuring functional structures for performing work, interaction in the work community and the application of recovery methods in the work community,” emphasises Research Professor Jaana Laitinen from the Finnish Institute of Occupational Health.

Structures refer to agreeing on work objectives and rules, the division of work, regular joint events, as well as a safe atmosphere and open interaction at the workplace so that employees are able to discuss work-related matters and recovery from work. Such operational structures can ensure smooth working practices and enable innovative operation in the work community as well as the use of community-based methods to support recovery from work.
  
“In addition to coaching leadership, which has already proven successful in the healthcare and social welfare sector, we also need to adopt means to manage workload and recovery from work. Ensuring sufficient supervisory resources, meaning time and competence, is vital in addition to ensuring the supervisor’s recovery from their own work,” Laitinen points out. 

Recommended recovery management measures for management and supervisors in the healthcare and social welfare sector

1. Active management and leading by example

In addition to coaching leadership, managing workload and recovery from work are also necessary. Active management and supervisors play a key role in this. Remember to invest in your own recovery from work. Lead by example: proper recovery means that you perform better at work.

2. Time and competence

Ensure sufficient supervisory resources and competence for managing the work community’s operations, smooth workflow and recovery from work. Update the supervisors’ job descriptions by area of operation. Make sure that training is available to strengthen competence in order to support recovery from work and use recovery methods effectively. Develop methods to support recovery from work.

3. Structures

Make sure that the proper structures are in place to enable a functional and innovative work community that promotes co-operation and social support. Structures refer to agreeing on work objectives and rules, the division of work, regular joint events, as well as a safe atmosphere and open interaction at the workplace so that employees are able to discuss work-related matters and recovery from work.

4. Workload management

Invest in workload management. Monitor the situation with well-being surveys and take action based on the results. Carry out the risk assessment and update the job descriptions. Support the employee and the work community in limiting and prioritising work tasks.

5. Comprehensive use of recovery methods

Invest in the use of recovery methods at work and outside work. Discuss the work community’s recovery methods together and encourage each other to use them. Enable the use of the work community’s recovery methods. This also supports the use of individual recovery methods during working hours.

6. Psychological safety

Create an atmosphere of psychological safety in the work community. It promotes social support and recovery from work.

7. Social support

Make sure that you have time to check in with your employees and discuss workload management and recovery support with them. Offer social support to employees and the work community in the performance of their work tasks and give appreciative feedback and praise. Identify employees with low social support and provide them with additional support.

8. Additional support needs

Make sure that your work unit is familiar with the early intervention models, as everyone is entitled to work ability support even before problems arise. Provide additional support to individuals with impaired health or work ability, as well as those who are experiencing a significant increase in workload and have little previous experience with change.

Read the research report

Project research report (in Finnish): Managing recovery during crises (julkari.fi)

Further information

Research Professor Jaana Laitinen, Finnish Institute of Occupational Health, tel. +358 (0)46 851 4426, jaana.laitinen@ttl.fi