03/06/2015strasbourg 15th oct 2005 prof. m. ylikoski strasbourg 15 - 16 oct 2005 future challenges...

18/04/23 Strasbourg 15th Oct 2005 prof. M. Ylikoski

Strasbourg 15 - 16 Oct 2005Strasbourg 15 - 16 Oct 2005

Future Challenges for Training and Future Challenges for Training and Education in Occupational Health and Education in Occupational Health and

SafetySafetyYlikoski MYlikoski M, Mukala K, Saarelma-Thiel T,, Mukala K, Saarelma-Thiel T,

Training Centre on Occupational Health, Training Centre on Occupational Health, Finnish Institute of Occupational Health,Finnish Institute of Occupational Health,

Helsinki, FinlandHelsinki, Finland


• Challenges of the changing world, work life and workforce for the competencies of OH&S

• Needs and strategies for OH&S training in the future

Contents of the presentationContents of the presentation


The changes of the world as challenge for the competencies in OH&S

1. Turbulence and restructuring of global economy

2. New organization structures and new management principles, "new work"

3. Rapid technological change

4. Aging work force with challenges to work ability


Big Waves of ChangeBig Waves of Change

(R.W.Oliver (2000) The Coming Biotech Age)


1. Turbulent global economy I

short waves with fast changes of mobile capital market orientation and capital costs in focus:

productivity and cost-effectiveness ! short delivery times and control of total quality fast changes painful adaptation lack of buffers increased vulnerability

agricultural, fishery, lumbering, mining and construction workers with work environment risks

females, workers in reproductive age, young and elderly people, handicapped and people with chronic diseases, unemployed, insuffienciently trained


2. Restructuring and new management principles

outsourcing, subcontracting, fusions and cut downsmore SMEs, self-employed and entrepreneurs

global+local "glocalisation" work and family life in "competition"fragmented, borderless and "mosaic" job hours and

working life


3. New technology and new production

From manual to social, mental and "brain work" in info/IT - society with knowledge production "Mobile" and "project" work everywhere/always Media- and fantasy industries with telematic money in

a "global village"

Maintenance and public services increase Fragmentation of job hours and working

contracts From life-long contracts to fixed-time and irregular

employment patterns


4. Ageing work force

• Change of the age structure and the of the "Dependency Ratio"

• work ability and competence of aging work force and throughout of the life - course

• shortage and competition on young workers• need for transfer of the "tacit knowledge"• increasing need of health and social care services in

society with large retirement pressure• needs to transfer benefits of the experience


EUR 15

0

5

10

15

20

25

30

35

40

1985 1995 2005 2015 2025

%

15-24

50-64

15-24 and 50-64% of the 15-64 year age group in the European Union

Share of different age groups in 1985,1995, 2005, 2015, 2025

Source: Eurostat, New Cronos 1998 (CD-ROM)


Age dependency ratio (0-14)+(65+)% of 15-64:number of persons employed for one dependent

1

1,2

1,4

1,6

1,8

2

2,2

1985 1995 2005 2015 2025

FIN

EUR 15

Years


Number of people of working age (15 - 64 years) in relation to the number of retired people in EU countries in 1990, and predictions for

2010 and 2030 (a)Country 1990 2010 2030

Germany (b) 4,5 3,3 2,3

Finland 5,2 4 2,5

Netherlands 5,4 4,5 2,6

Denmark 4,4 4,1 2,7

Luxembourg 4,7 3,6 2,7

Sweden 3,7 3,7 2,8

France 4,8 4,1 2,8

Italy 5 3,9 2,8

Belgium 4,7 4,2 3

Greece 5,5 3,9 3,2

Spain 5,2 4,4 3,2

Great Britain 4,4 4,5 3,2

Portugal 5,6 4,7 3,5

Ireland 5,4 6,1 4,4


Changes in work and actions needed I

Problems in time budgeting in the world of the "new work". stress management and quality programs in regard of time pressure

– unconventional working hours and night shifts steal time from sleep.

recognition of the psycho-physiological limits of humans. Information technology. assessment of human - ICT interface

– visual, psychomotor ergonomics and cognitive processes. organization of work, managing competence, and information

overload– e.g. production processes from long distances makes the

governance of work abstract and complex help of automation. knowledge on "telework" and health


Changes in work and actions needed II

Aging and segregation of work force. support the cognitive functions of aged

– E.g. long-term organizational memory adjustment of jobs in regard of age, gender and

work ability "Age management":

- psycho- physiological and psycho – social knowledge on ageing

- models for leadership


Changes in work and actions needed III

Traditional hazards – in unexpected contexts and with new outcomes. management of risk on work accidents and occupational and work-

related diseases New hazards and diseases. new work practices, technologies, materials and energies

associated with new types of diseases and burdens– musculoskeletal disorders, hypersensitivity and allergies, age-

related disorders, occupational cancer and reproductive disorders.

– time pressure, competence gap, performance demands, information overload, understaffing, threat of violence at work, etc. cause stress at work


Training of occupational health service personnel as a response to challenge I

• Concept of "professionalism" is changing:– from content towards contextual processes

• Multidisciplinary approaches are needed:– psychological and psychosocial problems in

fragmented work life, – short-term and precarious workers with new working

patterns,– aged and vulnerable individualsincrease of cohesion in "mosaic" work life"solutions" are expected more than "answers"

only


Training of occupational health service personnel as a response to challenge II

• Ensuring equally competent specialists with wider competencies , in "real time",

• To respond to the "new work life" with totally new conditions and challenges

• To cover special groups– self-employed, – microenterprises, students, etc.

• Systematic training for all others than physicians and nurses of the multidisciplinary team.


Training of occupational health service personnel as a response to challenge III

• New developmental and promotion-oriented approach - in addition to the risk assessment and risk management orientation

– workers, foremen, work environment and the work community– multidisciplinary and a flexible comprehensive content

• OHS in collaboration with other related activities• OHS supporting the overall development of the

company with the goals of – workplace health promotion and with – evidence based good practices


Key target groups of OH&S training

• OH&S and health professionals:• physicians, nurses, physiotherapists, psychologists• occupational hygienists, ergonomics• experts in: technical engineering, agriculture, opto-

ergonomic, nutrition, phoniatry, sports and motion, HRD

• OH&S officials, researchers, trade unions• Key persons in enterprises and organisations:

• managers and foremen in line, production planners and designers, PAs, employees representatives, OH&S collaboration groups aso.

• "Vulnerable" groups:• Criteria: age; risks; health, work ability & handicaps;

pregnant women aso.


Changes in training strategies and methods

– Training in good practices with the help of good

practice guidelines and guided work on site– From constructive learning towards co-construction

and – even• towards "co-creation" and "co-configuration"

– Distant learning by using e - learning systems and multimedia

– continuous and sustainable learning will be based on training and learning of "skills to learn"


Conclusions

• Investments in OH&S training should: • promote both individual health and success of the enterprise.

• Future OH&S training strategies should:• notice the change from control - orientation towards the

development and promotion approach• from risk assessment towards prediction• cover all competencies and professionals involved• aim to multidisciplinary collaboration • reach pupils, students, workers, foremen, HRD managers,

CEOs and all other decision-makers, thus to "mainstream"• be "client - oriented" co-configuration and in "real - time"

03/06/2015strasbourg 15th oct 2005 prof. m. ylikoski strasbourg 15 - 16 oct 2005 future challenges...

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