According to the report, reducing working hours can, if done correctly, improve employee engagement and organisational performance. The report is based on an international literature review and interviews at Finnish workplaces.
“Mechanical shortening of working time alone may not work, and the consideration and organisation of work in a new a way is also needed. In well-functioning workplaces, this can even strengthen the work culture and improve the results and quality of the work. Successfully implemented reduction of working hours helps to eliminate unnecessary tasks, while highlighting problems in the workplace community, that have previously been pushed back for later handling,” researcher Anna Kuokkanen says.
Many employees feel that the pressures of work and life have increased in recent years.
“Mental health disorders became the most common reason for sickness allowance in 2020, and they are also the most common reason for moving onto disability pension. Shorter working hours could help address the challenges employees face with coping at work, thereby reducing the costs of disability to workplaces and society”, says Kuokkanen.
Alternative to a stressful life situation
According to STTK, a more flexible approach to working hours should be used as a tool for developing working life that supports the well-being of employees. The reduction of working hours should specially be aimed at strengthening health, coping and work ability.
“For example, night work significantly increases employees’ health risks. Shorter working hours allow more time for recovery, reducing the adverse effects of night work. Thissupports coping and can extend working careers. Shorter working hours should also be a genuine option in a stressful life situation without causing a career disadvantage”, stresses Taina Vallander, who leads STTK’s social impact team .
Experiment provides information for future working life
The participants in the discussion on reducing working time are stuck in their trenches with employer organisations favouring longer working time and the employees’ side advocating for reductions in it. Historically, however, working hours have shortened as labour productivity has increased.
“From trenches, it is difficult to recognise the development needs in working life. In Finland, more serious consideration should be given to what kind of working life employees want in the future. Ways of working must be developed to meet these expectations. Experiments carried out in different industries would bring more experience-based information to the discussion”, says STTK’s Vallander.
Careers and life situations are individual, which is why working time solutions should also be flexible.
“Work ability or coping are neither zero nor one hundred per cent throughout the working career. We need structures that enable individual flexibility in different life situations. The goal should be solutions that help people feel better at work and cope with working life for longer. Innovative and flexible working time solutions can also be a competitive advantage for employers in the competition for skilled employees”, stresses Vallander.
The goal should be solutions that help people feel better at work and cope with working life for longer.
According to Kuokkanen, those interviewed for the report wished for bolder experiments at Finnish workplaces. Previous working time reduction models can be used to draw useful lessons for the future.
“In order for the effects of shorter working hours to be positive, planning, good management and systematic monitoring of the effects are required. Proactive steps can also be taken to prepare for challenges, such as irregular work schedules. Involving employees in the creation of a functional model supports success”, notes Kuokkanen.
Further information:
Anna Kuokkanen, Researcher (VTT Technical Research Centre of Finland), tel. +358 40 739 9391
Taina Vallander, Director of Social Advocacy, STTK, tel. +358 40 1841 464