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The Centre for Occupational Safety

Kuormitusvaaka Tips

The Workload Assessment Tool is a free-of-charge application developed by the Centre for Occupational Safety that helps you assess your own workload. The application consists of 13 sections with which an employee or a supervisor can identify the workload and resource factors associated with their work and assess their significance.

This material contains practical tips for preventing harmful work-related strain and lightening the workload. There are tips for both supervisors and employees.

Sivun sisällysluettelo

1. My job description and responsibilities are clear

I know my tasks and the goals of my work as well as the responsibilities and rights related to them. I understand what the role of my tasks is in the organisation as a whole.

Orientation and mutually agreed procedures promote employees’ performance in line with the objectives of the work and smooth cooperation.

Lack of clarity in job descriptions, responsibilities and the goals of the work is a typical workload factor that, if continued, affects performance and the functioning of the work community adversely and can cause harm to employees’ health. In matrix and project organisations, it is particularly important to ensure that employees’ job descriptions, responsibilities and goals are clear and realistic.

In any field, the employee may encounter situations at work in which they do not know what the right course of action would be. In addition, the employee may find themselves in situations in which they know what the right and best solution would be but, for some reason or another, are unable to act accordingly. Both of these scenarios can cause ethical strain.

Sources:

Prevention

  • Pay attention to orientation.
  • Discuss regularly with the employee the role of their tasks in relation to the overall basic task of the organisation and work community.
    • Discuss together the quantitative and qualitative goals of the work on the individual and group levels.
    • Tell the employee clearly what the employer expects of them.
    • Discuss ethical aspects as well.
  • Check regularly that the responsibilities, job descriptions and rights involved in the work are clear and appropriate.
  • Monitor the progress and flow of the work.
  • Identify any lack of clarity and inconsistencies associated with the job descriptions and responsibilities.

If you notice that the goals, job descriptions or responsibilities are unclear

  • Investigate the root causes of the situation comprehensively.
  • Review the level of performance expected in the work.
    • Take into account the employee’s personal qualifications and capabilities, such as competence and work ability.
  • Make the necessary changes to the goals or work arrangements and communicate them clearly to the work community.
  • Monitor the progress and flow of the work.

Prevention

  • Discuss with the supervisor the role of your tasks in relation to the overall basic task of the organisation and work community.
  • Participate in joint discussions concerning the goals of the work and work arrangements.
  • Adhere to the distribution of tasks and responsibilities agreed mutually within the work community.
  • Tell the supervisor when you encounter a situation at work in which you are not sure what the right or appropriate course of action would be.
  • See also section 9.

If you notice that the goals, job descriptions or responsibilities are unclear

  • Discuss the lack of clarity related to the distribution of tasks or responsibilities with the persons concerned.
  • If necessary, inform the supervisor of the situation.
    • What is unclear? What needs to be specified?
    • How is the lack of clarity affecting the flow of work?
    • How could the situation be clarified?

2. There is adequate variety in my job

I find the content and pace of my work suitable for me.

Lack of variety at work or monotonous work weakens work motivation and reduces job satisfaction. It can also cause harmful strain. Excessive workloads and being constantly busy are linked to exhaustion, mistakes at work and burnout.

Prevention

  • Talk regularly with the employee about how they feel about the content and pace of their work.
  • Identify the aspects that the employee finds meaningful in their work. Remember that the experience of meaningfulness is subjective.
  • Make sure that the employee has sufficient competence.
  • Plan the work together in such a way that the workload and pace of work are appropriate.
    • Try to prepare for busy periods and rush peaks as well.

If you notice that an employee is hoping for a change in the pace or content of their work

  • Discuss the employee’s wishes together with them.
  • Find out the possibilities for, for example, work rotation, job enrichment and changes in work arrangements.
  • Review the level of performance expected in the work.
    • Take into account the employee’s personal qualifications and capabilities, such as competence and work ability.
    • Take the whole work community into consideration.
  • Make the possible changes to the work arrangements and communicate them clearly to the work community.
  • Monitor the progress and flow of the work.

Prevention

  • Find out what is meaningful to you in your work.
  • Talk about your wishes related to the goals, pace and content of work with your supervisor and co-workers.
  • Suggest organising an opportunity to swap work tasks.
  • Improve your competence.

If you realise that you are hoping for a change in the pace or content of your work

  • Raise the matter with your supervisor.
  • Prepare for the discussion:
    • What would you like to change?
    • What kind of change are you hoping for?
    • In what ways could the change be implemented?
    • How would the change affect others’ work?

3. My working hours are sufficient for performing my tasks

My goals at work are reasonable. I don’t usually have to do work-related tasks outside my working hours.

The employer must keep a record of working hours in accordance with the Working Hours Act.

If the employee’s regular working hours are not sufficient for performing their tasks, they usually try to stretch the working day or shift to be able to complete the tasks. This solution can work temporarily if the length of the working weeks remains reasonable. In the long run, however, it can have significant health consequences. Long working hours also make it difficult to maintain a good work–life balance.

Extensive research evidence shows that working more than 40 hours per week on average, and particularly more than 50 hours per week, weakens the employee’s functional ability and increases their risk of contracting many diseases.

Prevention

  • Discuss regularly together the quantitative and qualitative goals of the work.
    • Tell the employee clearly what the employer expects of them.
  • Review regularly the responsibilities, job descriptions and the smooth flow of work processes.
  • Promote the creation of a working environment and the possibility to work free from distractions.
  • Ensure sufficient competence.
  • Monitor actual hours worked, also in the case of flexible working hours, remote work and location-independent work.

If you notice that an employee’s working hours are not sufficient

  • Raise the matter.
    • Ask what factors have contributed to the situation.
  • Help the employee manage their workload.
    • Review the essential tasks and their order of importance together.
    • Make sure that the employee’s duties include a sufficient number of tasks that they find meaningful.
  • Monitor the progress and flow of the work.

Prevention

  • Prepare an estimate of the working hours needed for the following months.
    • How much time will you realistically need to perform your tasks in time and to a sufficient standard of quality?
    • Break down a large project into smaller tasks or steps.
    • Review the working hours estimate with your supervisor.
  • Together with the supervisor, agree which tasks are essential and which could be postponed if the working hours are not sufficient for completing all of them.
  • Tell the supervisor if you notice factors that undermine or prevent your work.

If you realise that your working hours are not sufficient

  • Inform the supervisor of the situation.
  • For the discussion:
    • List the tasks that you need to complete. At the same time, think about who requires or expects them to be completed.
    • Think about which tasks you could suggest to be done differently or later.
    • Think about which tasks you wish you could give up.
    • Remember that the employer is always responsible for resolving the situation.

4. My working hours are predictable and flexible when needed

The predictability and flexibility of working hours are an important part of workload management. When planning working hours, the following aspects should be taken into account in addition to the length of the working hours:

(The Centre for Occupational Safety, Työaika web page)

As a rule, employees should have at least 11 hours off between shifts. Employees should also have at least 35 hours of uninterrupted free time once a week.

  • Discuss together how employees feel about the working hours arrangements and what changes they might need.
  • Try to make it possible for employees to influence their own working hours.
  • Make sure that the shift rosters are available to employees in good time.
  • Respond positively to requests for flexibility in working hours, if it is possible, taking into account the goals, organisation and flow of work and the equal treatment of employees.

  • Find out what opportunities you have to influence your working hours.
    • You can ask your supervisor, the safety and health representative or the shop steward about them.
  • Tell your supervisor about your requests for flexibility in working hours as early as possible.
  • On a reciprocal basis, be ready to be flexible with your working hours if it is necessary to fulfil your co-worker’s request for flexibility.
  • If the shift roster is not published in time, contact your supervisor and, if necessary, the shop steward.

5. My working environment and tools are safe and well-functioning

Identifying and assessing work hazards provides an overall picture of the state of safety and health and development needs. The obligation to identify and assess hazards is based on the Occupational Safety and Health Act and applies to all employers, regardless of the line of business and number of employees.

The physical strain of work is influenced by taking care of

Prevention

  • Identify the harms and hazards involved in the work together with employees or their representative.
    • Plan and carry out a risk assessment and the necessary measures.
    • Take advantage of the expertise of occupational health care.
  • Familiarise employees with the identified risks involved in the work.
    • Provide new training, if necessary due to:
    • new tools or methods
    • changes in the working environment.
  • Instruct employees on safe working methods.
    • Ensure that everyone knows how to act in the event of a disruption.
  • Make sure that your instructions are followed.

In the case of an accident or a near accident

  • Find out what happened.
    • Identify the root causes comprehensively.
  • Review the risk assessment and work instructions.
    • Determine the necessary measures and carry them out.
    • Update the identification and assessment of hazards.
  • Make sure that everyone has been orientated.
    • Provide new training, if necessary.
  • Remember privacy protection.

Prevention

  • Follow the work instructions you are given.
  • Take care of tidiness and order on your part.
  • Use and wear the tools and protective equipment provided correctly.
  • Participate in the development of occupational safety.
    • Participate in the identification of hazards.
    • Make suggestions for development.
  • Submit safety reports of your observations.
    • If you can, fix the issue yourself.
    • Notify your employer of a defect or a fault.

In the case of an accident or a near accident

  • Inform your supervisor of the situation.
    • Submit a safety report.
    • Describe what happened as precisely as possible.
  • Think about how the incident could have been prevented.
    • Share your suggestions for development with your supervisor and the occupational safety and health representative.
  • Remember that the purpose of an accident investigation is to prevent the recurrence of similar incidents.

6. I am able to work without distractions

External factors do not usually interrupt my work. I can plan my work appropriately.

The good planning of the working environment, workflows, distribution of tasks and work promotes the smooth flow of work and reduces unnecessary strain.

Prevention

  • Discuss together the obstacles to the smooth flow of work, such as factors that affect concentration, hearing and vision.
  • Agree on procedures that support distraction-free working, such as
    • a space intended for tasks that require concentration
    • an appropriate response time to messages
    • a tag or sign that communicates the need to concentrate
    • a policy on interruptions.
  • Make sure that the tools and systems are appropriate and functional.

If you notice disruptions in the flow of work

  • Raise the matter.
    • Find out the cause, frequency and duration of the disruptions.
  • Take the necessary measures to eliminate the disruptions.
    • Take advantage of the expertise of the occupational safety and health manager, the occupational safety and health representative and occupational health care in choosing the measures.
  • Monitor the progress and flow of the work.

Prevention

  • Plan your work to the extent possible, for example, by
    • identifying the stages that particularly require you to be undisturbed
    • dividing your working day into blocks of time
    • completing the most important tasks when you are most focused.
  • Reduce interruptions.
    • Keep the working environment in order.
    • Close unnecessary applications.
    • Turn off unnecessary visual and sound notifications on your devices.
  • Reduce multitasking.

If you notice disruptions in the flow of work

  • Raise the matter with those who are concerned and who can influence it.
    • What kind of disruptions have you noticed?
    • What could cause them?
    • How could the situation be resolved?
  • Inform your supervisor of the situation, if necessary.

7. My competence is in balance with the requirements of my tasks

An appropriate level of challenge in the work in relation to the competence of the employee is a fundamental element of well-being at work. It promotes a sense of control over work and work engagement. Competence also supports work ability and has a positive impact on career length. Gaps in competence can lead to a loss of sense of control over work, harmful strain and even burnout. Not all of an individual’s skills are always needed or used at work, which can lead to frustration. (Moilanen, S. & Mäkinen, P. (2021). Well-being at Work Card® – competence and motivation for development through training.)

  • Pay attention to orientation.
  • Help employees identify their strengths and areas that need development.
  • Discuss employees’ competence in relation to the requirements of their work.
  • Reserve enough time for learning, trying and revising lessons learned.
  • Support the development and sharing of competence.
  • If an employee informs you of a learning difficulty, take it into account in work arrangements.

  • Identify your strengths and areas that need development.
  • Reserve time for learning.
  • Share your competence within the work community.
  • Talk to the supervisor about your wishes regarding competence development.

8. The information I need in my work is manageable and easily available

Good information management practices support the profitability and safety of work: the work runs more smoothly, human errors are reduced and well-being at work is improved. They also support the functioning of the brain. An excessive amount of information needed in the work or information structured in a confusing way causes strain on the employee. This also applies to situations where the employee cannot find the information they need. (The Centre for Occupational Safety, Kognitiivinen kuormittuminen ja tietoergonomia web page).

Prevention

  • Agree clearly
    • what information is stored
    • in which format information is stored
    • how files and folder structures are named
    • who maintains the information, e.g. removes outdated information.
  • Make sure that the above are covered in orientation.
  • Review the common practices regularly.
  • Avoid storing multiple instances of the same information.
  • Create shared document and file templates.

If you notice shortcomings in the findability or usability of information

  • Identify the factors that make finding and using information difficult.
  • Together, come up with ideas to make information easier to find and use.
  • Make the necessary changes.
  • Monitor the situation.

Prevention

  • Follow the agreed procedures.
  • Think about who needs the information and what is the most appropriate way to convey it.
    • Send a copy of your e-mail (cc) to a person only when it is necessary.
    • Use the Reply All feature with caution.
  • Aim for clarity.
    • Title messages, documents and instructions clearly.
    • Only cover one topic per message or post.
    • Summarise the core content of a long message, document or instruction at the beginning.
    • Avoid rambling.
  • Use memory aids, but not too many different ones.

If you notice shortcomings in the findability or usability of information

  • Identify and write down the factors that make finding and using information difficult.
    • Discuss them in the next joint meeting, for example.
  • Assess your information management skills.
    • Do you act as you would like others to act?

9. I can influence my work and its development

I am heard in matters relating to my own work.

The employee’s opportunities to influence and develop their own work promote their well-being at work, the meaningfulness of their work and their appreciation of their employer. They are amongst the most important factors contributing to job satisfaction. Being heard reinforces the experience of fairness in the workplace. (The Centre for Occupational Safety, Keinoja työn kuormittavuuden hallintaan)

The employee is often the best expert when it comes to their work. When developing work, it is important to simultaneously change the aspects that hinder the smooth flow of work and make better use of the aspects and practices that are already in order.

  • Think about how you could make it possible for employees to influence their own work and ways of working.
    • Encourage them to develop their own work.
  • Use participatory methods in unit and planning meetings.
    • Give space for everyone to share their own views or wishes.
    • Arrange together an opportunity to swap work tasks. Everyone writes down their tasks on slips of paper (one per slip) and sorts them into three piles: favourite, disliked and OK tasks. Then, take the dislike pile and start swapping: one person’s dislike may be another’s favourite task.
  • Cooperate. Together, create ways and channels of influencing matters.
  • Support the sense of control at work.
    • Excessive independence, self-direction and “managing alone” attitude can cause harmful strain.
  • Ensure the overall progress of work and the achievement of goals in your area of responsibility.

  • Participate in the development of work.
    • Respect the right place, time and way of handling matters.
    • Talk about your ideas and refine others’ ideas.
    • Give space for others to share their own views or wishes.
  • Ask for feedback on your ideas.

10. The cooperation and interaction in our workplace support our performance

I get enough support from my supervisor and work community in challenging and difficult situations at work. I know where I can get help and support.

In a functional work community, everyone feels that they are a welcome and valued part of it.

Setting reasonable expectations for others contributes to the functioning of the work community. Members of the work community respect different ways of working to achieve common goals, as long as they are within the mutually agreed limits.  Disagreements are resolved without delay with the persons who are involved in their occurrence and who can contribute to resolving them. Practices that promote cooperation have been mutually agreed on and are followed.

Prevention

  • Create structures and practices that support smooth cooperation and interaction.
  • Strengthen psychological safety in the work community.
  • Get trained and train employees in handling disagreements and conflicts in a constructive way.
  • Monitor the state of the work community. Listen, ask questions, be present and interested.
  • Reflect on your own actions. Do they involve aspects that could undermine the functioning of the work community?

If you notice disruptions in cooperation

  • Address the disruption – the earlier, the better.
  • Find out the factors that affect the disruption in a diverse and impartial manner.
  • Discuss the situation with the persons concerned.
  • Make the necessary changes to the structures and practices.
  • Communicate the changes to the persons affected by them.
    • Agree with the persons concerned on how and to what extent the matter will be communicated to the work community.

Prevention

  • Take initiative and act fairly and as agreed.
  • Adopt a positive attitude towards matters, situations and people.
  • Remember the significance and importance of interaction and listening.
  • Share your thoughts and competence with others.
  • Ask for, offer and receive feedback, tips, support and help.

If you notice disruptions in cooperation

  • Identify the aspects that you would like to change.
  • Resolve work-related disagreements as quickly as possible.
  • Remember that ‘one time’ is not the same as ‘always’.
  • Contact your supervisor if they should be aware of the situation.
  • Participate in the development of the work community

11. I am treated fairly in the workplace

Legislation on service relationships (the Employment Contracts Act, the State Civil Servants Act and the Act on Office-Holders in Municipalities and Wellbeing Services Counties) obligates employers to treat all employees equally, unless deviating from this is justified in view of the duties and position of the employees.

The quality of management is the single factor that has the most direct impact on job satisfaction and sickness absences. Unfair decision-making can increase mental health problems and resulting sickness absences as well as the risk of serious heart disease.  (The Occupational Safety and Health Administration, Methodology manual for the psychosocial workload factors survey.) Management that is perceived as fair supports employees’ well-being and performance at work.

  • Act in a non-discriminatory and equal manner – in the same way in similar situations, unless there is a justified reason for deviating from this.
  • Think about how you could make it possible for employees to influence their own work and ways of working.
    • Encourage them to develop their own work.
    • Use participatory methods in unit and planning meetings.
  • Cooperate with employees.
    • Together, create ways and channels of influencing matters.
  • Assess your own approach: can it be perceived as unfair?
  • Ask for feedback on your actions.

  • Respect the right place, time and way of handling matters.
  • Do your work well and give space for others to do theirs.
  • Adopt a positive attitude towards matters and people.
  • Offer help and support.
  • Resolve work-related disagreements without delay with the persons who are involved in their occurrence and who can contribute to resolving them.

12. I feel both physically and mentally safe at work

My work doesn’t involve, for example, risks of serious accidents, workplace violence or health hazards.

Violent and threatening situations are an occupational safety risk. The mere possibility of the threat of violence may cause a sense of insecurity and harmful psychological strain.

If the work involves an evident threat of violence, the workplace must have, among other things, appropriate safety arrangements or equipment necessary for preventing or limiting violence and the possibility to call for help.

The employer must also draw up a concrete standard operating procedure that includes preventive measures and instructions for handling violent situations.

Prevention

  • Identify the harms and hazards together with employees or their representative.
    • Plan and carry out a risk assessment and the necessary measures.
    • Take advantage of the expertise of the occupational safety and health manager, the occupational safety and health representative and occupational health care.
    • Take disruptions into account as well.
  • Check the operation of the safety and alarm devices regularly.
  • Make sure that everyone knows the procedures: how to submit safety reports and how to act in the event of an accident in the workplace or during the commute, a violent situation or a threat of violence.
  • Check that the contact details of the occupational safety and health manager, the occupational safety and health representative and occupational health care are easily available to employees.
  • Make sure that your instructions are followed.

If you notice that an employee does not feel safe at work

  • Find out impartially what is going on.
  • Review the risk assessment, work instructions and safety arrangements.
  • Determine the necessary measures and carry them out.
  • Accidents at work: see section 5.

Prevention

  • Carry out your work with care and caution.
    • Take into account the safety of others as well.
  • Follow the work instructions you are given.
  • Participate in the development of occupational safety.
    • Participate in the identification of hazards.
    • Make suggestions for development.
  • Submit safety reports of your observations.
    • If you can, fix the issue yourself.
    • Notify the supervisor of a defect or a fault.

If you realise that you do not feel safe at work

  • Inform your supervisor of the situation.
  • If necessary, submit a safety report.
    • Describe what happened or almost happened as precisely as possible.
  • Think about how the incident could have been prevented.
    • Share your suggestions for development with your supervisor and the occupational safety and health representative.

13. I experience harassment or other inappropriate treatment at work

Preventing harassment and other inappropriate treatment is the shared responsibility of the entire work community – the employer and the employees. The Occupational Safety and Health Act obligates everyone to avoid harassment and other inappropriate treatment that harms or endangers the health of others.

If harassment or other inappropriate treatment that harms or endangers someone’s health is suspected or observed in the workplace, the employer must, under the Occupational Safety and Health Act, take action to investigate and eliminate it. 

Prevention

  • Create structures and practices that support smooth cooperation and interaction.
    • Define together what professional behaviour in the workplace means in your organisation.
  • Strengthen psychological safety in the work community.
  • Train employees in handling disagreements and conflicts in a constructive way.
  • Monitor the state of the work community. Listen, ask questions, be present and interested.
  • Reflect on your own actions.

If you notice that an employee may be treated inappropriately

  • Follow the workplace instructions.
  • Resolve the situation without delay in a diverse and impartial manner.
  • Based on the facts, on a case-by-case basis and as objectively as possible, assess whether the behaviour in question constitutes harassment or other inappropriate treatment.
  • Take the necessary measures to stop the observed harassment or other inappropriate treatment. When choosing the measures, employees must be treated consistently and equally.
  • Monitor the situation and interfere immediately if your instructions and orders or the mutually agreed procedures are not followed.

Prevention

  • Take initiative and act fairly and as agreed.
  • Adopt a positive attitude towards matters, situations and people.
  • Remember the significance and importance of interaction and listening.
  • Share your thoughts and competence with others.
  • Ask for, offer and receive feedback, tips, support and help.

If you suspect or notice that you are treated inappropriately

  • If possible, always first inform the person who offended you that you do not approve of their actions.
  • Describe clearly and concretely what you find inappropriate in their actions. Ask them to stop such behaviour or actions.
  • If you do not have the courage to contact them alone, ask another person to accompany and support you when you talk to the person who offended you.
  • If you are not sure whether the behaviour constitutes harassment or other inappropriate treatment as defined in the Occupational Safety and Health Act, contact your supervisor, the occupational safety and health representative, the shop steward or occupational health care.
  • If the inappropriate treatment continues despite your objection, inform your supervisor.
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