Tips for industry and the service and public sectors DGUV

DGUV
Deutsche Gesetzliche
Unfallversicherung
Spitzenverband
The secret‘s in the mix:
Young and old at work together
Tips for industry and the service and public sectors
Fit and healthy in small businesses
September
DGUV
Information
2009 7009 E January 2010
Published by:
Deutsche Gesetzliche
Unfallversicherung (DGUV)
Mittelstrasse 51
D-10117 Berlin
Tel.: +49 30 288763800
Fax: +49 30 288763808
E-mail: [email protected]
Internet: www.dguv.de
Authors
Gudrun Harlfinger
Susanne Kahlke Gerhard Kraus Ina Ölschläger Edith Perlebach Burkhard Rehn Heinz Schmid Peter Scholl Katharina Weber Hanna Zieschang BGs responsible for the mechanical engineering and metalworking industry and for the iron and steelmaking industry (MMBG/HWBG)
BG responsible for the metalworking industry in Northern and Southern
Germany (BGM)
BG responsible for the energy, textile, electrical industries and media
production (BG ETEM)
BG responsible for the energy, textile electrical industries and media
production (BG ETEM)
German Social Accident Insurance (DGUV)
BG responsible for raw materials and chemical industries (BG RCI)
German Social Accident Insurance (DGUV)
BG responsible for the metalworking industry in Northern and Southern
Germany (BGM)
Public-sector accident insurer of Baden-Württemberg (UK BW)
Institute of Work and Health of the German Social Accident Insurance
(IAG)
January 2010 edition
DGUV Information 7009 E , order from your responsible accident insurance institution.
The addresses can be found at www.dguv.de.
DGUV
Deutsche Gesetzliche
Unfallversicherung
Spitzenverband
Fit and healthy in small businesses
The secret‘s in the mix:
Young and old at work together
Tips for industry and the service and public sectors
DGUV Information 7009 E January 2010
4
Table of contents
Page
The demographic trend in Germany: what does it have to do with my business? .................... 6
Organizing workplaces ......................................................................................................... 8
Optimizing working hours and the organization of work ....................................................... 11
Safeguarding and promoting good health . ..........................................................................14
Lifelong learning and passing on of knowledge ...................................................................18
Recruiting employees and engendering company loyalty .................................................... 22
Annex 1: Assessing the age structure of the workforce . ....................................................... 26
Annex 2: Literature and Internet links ................................................................................. 27
Self-check: organizing workplaces . .................................................................................... 28
Self-check: optimizing working hours and the organization of work . ................................... 29
Self-check: safeguarding and promoting good health ......................................................... 30
Self-check: lifelong learning and passing on of knowledge ..................................................31
Self-check: recruiting employees and engendering company loyalty ................................... 32
5
The demographic trend in Germany:
whatdoes it have to do with my business?
At the moment, quite possibly nothing; sooner or later, however, probably a great
deal, since several successive years with low birth rates will make it increasingly
difficult for companies to find well trained, skilled staff. The declining workforce
will also make it more important to preserve existing employees‘ capacity for work
and to foster their loyalty to the company.
Before putting this brochure down again, you should therefore answer the following
questions:
• Is my company already competing with others for trained younger personnel?
• Is my company already losing knowledge for good when older employees leave?
• Are there workplaces in my business which are primarily suited to younger people?
• Have older employees ever drawn my attention to workplace conditions which were not
suited to them?
• Have any of my staff taken longer sick leave in the past owing to chronic illness?
Should you have answered „Yes“ to at least one of the questions, you should read on –
and take action.
You can tackle the issue in the following areas:
• Organizing workplaces
• Optimizing working hours and the organization of work
• Safeguarding and promoting good health
• Lifelong learning and passing on of knowledge
• Recruiting employees and engendering company loyalty
6
This brochure provides tips particularly for small and medium-sized enterprises (SMEs) on
coping with the consequences of population trends, i.e. demographic shift.
Information
Should you have any further questions, your responsible accident insurance institution
(BG or public-sector accident insurer) will be pleased to advise you (www.dguv.de).
Age in years
100
Demographic structure of the
German population
80
Population, 2009
60
Population, 2050
Men
Source: Federal Office of Statistics,
11th coordinated population forecast
(Bevölkerung Deutschlands bis 2050
- 11. koordinierte Bevölkerungsvorausberechnung; Statistisches Bundesamt,
Wiesbaden 2006)
40
Women
20
10
0
800
300
0 0
Thousand persons
300
800
7
Organizing workplaces
Old age has two major benefits: one‘s teeth no longer ache, and one no longer
hears all the nonsense spoken around one.
Attributed to George Bernhard Shaw
Many things change with age. The emphasis is often placed upon characteristics or abilities
that deteriorate, particularly physical ability and impairment of sight or hearing. Some abilities, however, improve with age, or for that matter are acquired only with a certain maturity,
such as vocational experience, company loyalty, flexibility of working hours, composure and
reliability.
The good news is:
• Some physical abilities, such as muscle strength, can be prevented from deteriorating by
regular training.
• The deterioration in sensory abilities such as sight and hearing can generally be compen-
sated for only by technical aids (glasses for the VDU workplaces; hearing aid, etc.).
• Human-centric design of the workplace compensates in part for the constraints arising as a
result of increasing age.
What aspects should you consider during the organization of workplaces?
• The workplace must be adjustable for people of different height:
Facility for adjustment of work surface and chair for height; use of a footrest if appropriate.
• All work equipment must be clearly visible and within easy reach:
Optimum spheres of reach and vision.
• Easy legibility, for example of screens and documents, must be assured:
Large type, clear display, good contrast, colour-coding.
• The lifting of heavy loads should be avoided:
Examine whether weights could be reduced; where possible, weights should not be
8
Good-practice example
„Bear one another‘s burdens“
Girsberger‘s planned complete reorganization of its production activities was initially
prompted by economic reasons: lower costs, higher productivity. The solution, however,
embodies a clever organization of tasks which also include the lifting and carrying of
heavy loads. Through the consistent reduction of these stressors, a production plant was
created which takes into account the needs of staff of all ages. Work desks and assembly
stands can now be adjusted individually. Bent backs and uncomfortable working postures
are now a thing of the past. Technical aids such as lifts, transport hoists and smoothrunning trolleys make the work more comfortable.
This solution pays off. As Girsberger‘s managing director sums up: „Our objective to
increase productivity. We were able to meet
this objective. We achieved much more,
however: our staff feel good, are motivated,
and respond by working to a high standard.“
Packing an office chair,
simply and without straining the back
9
carried by a single person; use aids to lifting, conveyor belts, balancers, etc. where
needed
• Ensuring pleasant conditions at the workplace:
adequate lighting and a pleasant, draught-free atmosphere.
How can you ease the work of older employees in particular?
• Older persons require more light. An additional lamp in the working areaimproves visibility. A second lamp enables the employee to decide for themselveshow brightly illuminated
they wish their workplace to be. This measure thereforeenhances performance without
necessarily increasing power costs.
• Older persons hear high-frequency sounds less well than younger people: acoustic sig-
nals, particularly warning signals, should be clearly distinguishable from each other, and
frequencies should be selected for them which can also be registered without difficulty by
older persons.
All these measures also benefit the health of your younger employees.
!
Workplaces must be organized in accordance with ergonomic principles from start to finish.
Once this is assured, very few special additional measures are required for older employees.
Shifting stressful tasks to younger employees is not an appropriate solution.
A sign of a well organized workplace is that workers of all ages are able to work there equally
well.
Self-check: organizing workplaces
10
Page 28
Optimizing working hours and the
organization of work
Old age is measured neither in years, nor in grey hairs; a person is old when they
have lost their sense of humour and are no longer interested in anything.
Hoffmann von Fallersleben
When determining arrangements for working hours, ensure that employment opportunities
exist for your staff in the different phases of their working lives (new entrants to professions,
vocational reorientation, parental leave, care of relatives, transition to retirement).
The aim is that of ensuring your staff‘s fitness for employment throughout their entire working lives.
A range of working hours arrangements are already practised, including part-time working,
flexible working hours, shift work and semi-retirement. You must decide on a case-by-case
basis which are suitable for your business.
Flexible working hours with a working-time account
A working-time account enables employers and employees alike to respond flexibly to personal needs and those of the company. The arrangement permits considerable variation in
the daily, weekly, monthly and even yearly working hours. The credit and debit working hours
are recorded. The employees can adjust the balance of this account as needed: short-term
account (adjustment period: one month) or long-term account (adjustment period: one year
or longer).
11
The „traffic-light“ account model has proved effective. For example:
Up to 25 hours in credit/debit:
Employees monitor the number and distribution of their working hours themselves.
Between 26 and 45 hours in credit/debit:
Agreements are reached between employees and their superiors;
measures for restoration of the green phase are defined.
Between 46 and 70 hours in credit/debit:
Good-practice example
The employee‘s superior imposes measures to return the balance of the
working-time account to the amber/green phase.
Organization of shift planning with employees is half the battle.
ZF Boge Elastmetall develops and manufactures components and systems for vibration
damping and mounting of vehicle drivetrains and suspensions. 32 employees work in the
rubber compounding plant's production group. The average age of the employees is 50. A
pending extension of the production facility permitted a changeover from 15 fixed to 18 flexible shifts per week. The results of a staff survey were used to develop a flexible shift model
adapted to employee ageing. Two shift groups were then formed which alternate between
the early and late shift at weekly intervals. Employees are seconded from the groups, with
consideration for their desired working hours, in accordance with a specified pattern of 4
or 2 successive night shifts. The following principles apply to the night shifts: all employees
are involved; each night shift is followed by at least 2 days off; with increasing age, employees are required to work fewer night shifts per month. This is possible owing to the greater
individualization of staff scheduling arrangements.
12
Should you need to adjust the working time arrangements for your company, consider the
following points:
Recommendations for working-time arrangements:
• Limit overtime.
• Adjust the pace of work (e.g. slower) and incentive time to employees' ages.
• Create the option of part-time working arrangements for older employees; shorter and/or
flexible working hours.
• Develop your own shift system, i.e. one which is as flexible and effective as possible and is
tailored to the needs of the company and individual employees.
• Avoid/limit night shifts for older employees to a maximum of 3 days; implement rest phas-
es that are as long as possible following night-shift phases.
Recommendations for breaks:
• Adjust the breaks according to the work pressure.
• Permit frequent short breaks of 1 to 3 minutes.
• Observe the break times.
Recommendations for work organization:
• Avoid monotonous work, for example by regularly changing or extending tasks.
• Allow employees sufficient time to learn and get used to new tasks.
• Use time buffers to avoid time pressure.
• Provide more scope for employees to work independently.
!
Small changes in working hours and work organization are often sufficient to deliver
improvements for the company and its employees. You can thus ensure that the work is
perceived and experienced as conducive to performance and good health throughout the
employees' working lives.
Self-check: optimizing working hours and the organization of work
Page 29
13
Safeguarding and promoting good health
Health is like salt; you only notice it when it isn't there.
(Proverb)
Your company's success depends decisively upon the motivation and good health of your
employees. Small and medium-sized enterprises have a clear advantage in this respect:
the personal contact and knowledge that they have of their employees' circumstances. You
should therefore consider together with your employees what your company can do to safeguard or even improve their health.
Take action before it is too late.
Each of your employees has a responsibility to "age healthily". Encourage them therefore to
accept their responsibilities for themselves by providing services and activities relating to
healthy eating, exercise/physical activity, non-smoking, moderate alcohol consumption, and
coping with stress.
The German statutory health insurance institutions provide support in this area. Numerous
projects in small and medium-sized enterprises have demonstrated that successful workplace health promotion is not the preserve of large corporations.
Recognition and prevention of adverse impacts upon health
Analyse your operations with regard to the scope for safeguarding and improving the health
of employees. A useful means of countering corporate "tunnel vision" are site inspections by
external experts such as the labour inspectors of your responsible accident insurance institution (BG or public-sector insurer).
You can also identify work-related stress exposure quite easily simply by asking your employees, since they are the "experts" in what concerns them and are most aware of where problems lie. Large companies conduct extensive employee surveys for this purpose. In small and
14
"Success factor: healthy employees"
SBS-Feintechnik GmbH & Co. KG, a medium-sized company located in Schonach in Germany's Black Forest, deals with drives of all kinds: transmissions, geared motors and mechatronic devices. Another, equally strong "drive" is that of the company's management to
keep its employees healthy.
The new health concept has been named "TopFit". Besides check-ups by specialists involving cardiovascular assessments, blood tests and spinal analyses, a varied programme
of activities has been developed involving jogging and Nordic walking groups, fitness and
swimming courses, and even water gymnastics. Seminars in fitness and nutrition and joint
skiing, cycling and walking days complete the programme; they also promote the team
spirit and informal interaction between employees.
In recognition of its active commitment and further measures taken in the area of human
resources policy, SBS-Feintechnik has repeatedly won the "TOP JOB – employer of the
year" award, a convincing argument during the recruitment of new skilled and managerial
staff.
15
Good-practice example
medium-sized enterprises, it is more practical for the problems at hand to be discussed in
small groups, where solutions can be found together, more quickly, and without unnecessary
bureaucracy.
The employer's duty of care for his employees' health also includes occupational medical check-ups. Do not limit your activity to the statutory requirements, however. In order for
health complaints to be detected at an early stage and for diseases to be prevented, further
preventive measures (influenza vaccinations; measures to prevent cancer of the skin and
large bowel, etc.: these measures are in some cases financed in Germany by the health insurance institutions) and regular medical check-ups (bloodpressure measurements, blood-sugar measurements, blood and urine tests, etc. should be offered.
"Change of perspective": management staff temporarily assume the duties of an employee, thereby
familiarizing themselves with the stresses of the latter's workplace.
16
Returning to working life following a long illness
In the context of the demographic shift and the increasing length of working life, chronic
diseases are becoming more topical. Older employees are not ill any more often than their
younger counterparts; they are unfit for work for longer periods, however.
Raise the subject at an early stage with employees who are ill frequently or for long periods.
The objective should be to seek solutions together with the affected employees by which
their health can be restored as swiftly as possible and the employees enabled to return to the
workplace. Depending upon the clinical picture, it may also be advisable to involve an occupational physician, who is able to compare the employee's capacity for work with the requirements posed by the workplace and to decide whether and if so how the employee can continue to be employed there.
The high proportion of musculoskeletal, cardiovascular and increasingly also mental illnesses among the causes of unfitness for work and early retirement requires rethinking and
new forms of action in your company:
• Support your employees in the safeguarding and promotion of their good health.
• Identify health hazards and offer medical check-ups.
• Look for ways of reintegrating staff into the company after periods (particularly long peri-
ods) of sick leave.
Investments in the health of employees are also an investment in your company's success.
Self-check: safeguarding and promoting good health
Page 30
17
Information
The institutions responsible for rehabilitation (health insurance, accident insurance and retirement pensions institutions; German Federal Agency for Employment and integration offices provide advice on the rehabilitation of employees and support in the form of measures
for the promotion of participation in working life (such as grants for working aids for use in
plants; vocational adaptation and further training).
Lifelong learning and passing on of
knowledge
The most valuable investment of all is that in humanity.
Jean-Jacques Rousseau (1712-1778)
Standing still is going backwards. In the modern world of work, this applies more than ever
before. Entrepreneurs who neglect to keep themselves and their staff up to date will rapidly
cease to be competent and competitive.
Experience shows however that older employees less frequently have access to vocational
training by which they could learn new skills for their occupation. This particularly applies to
unskilled and semi-skilled blue-collar workers, and to unqualified white-collar workers. Employees should however never stop learning, throughout their working lives.
What are the benefits to your company and your employees of lifelong learning?
• Knowledge is kept up-to-date.
• Competitiveness is enhanced.
• The performance of the staff is maintained.
• The motivation of the staff is increased.
Older employees themselves often fail to take advantage of training opportunities, for example because they are no longer used to learning anything new. The training measures should
therefore be adjusted to the changes in learning behaviour of older people: the employees
should be able to decide for themselves at what pace they learn, and knowledge should be
imparted practically, i.e. at the workplace itself.
Exploiting the knowledge and experience of others
An important aspect of vocational life is that employees of different ages learn from one another. Older employees for example may learn about new technologies and working methods
18
"You learn a new thing every day."
As part of the CARNE project, which is being run jointly throughout Germany by 13 municipal
waste disposal companies, comprehensive real-case prevention concepts for employees
are being developed and introduced in the companies. These measures are being implemented in co-operation with the VKS (the association of German municipal waste management and cleaning services) in the VKU (the association of German municipal companies).
For the topic of "lifelong learning and passing on of knowledge", measures including the
following are being trialled:
• Creation of teams with a mix of ages
• Workplace-specific training courses, for example on working methods and the operation
of equipment
• Training of new staff in crews over a period of several weeks
• Substitute drivers on gritting duty are instructed to perform several dry runs of the routes
beforehand
• Assignment of a substitute driver to
each regular driver
• Saturdays used for practice journeys
• Training of drivers in the use of all
vehicle types and on-board systems
• Secondment of workers more often
to different departments
• Regular discussion groups across all
hierarchical levels within the company.
19
Good-practice example
from younger colleagues. Younger employees may benefit from the "inside knowledge" and
experience of their older counterparts. For this reason, ensure before your staff retire that
their knowledge is retained within your company. Should this be neglected, knowledge lost
as a result must be "bought in" from outside, in some cases at great expense: the wealth of
knowledge possessed by the departing member of staff, however, will be lost for ever.
Forms of training
A wide range of options exist by means of which you can integrate further training into
company procedures. Training measures do not necessarily involve attendance at expensive
seminars. Against this background, the following concepts and training measures have proved
effective in a range of plants and service companies:
• Mixed-age teams and/or pairings
Exploiting the variety of their knowledge and experience, the employees produce solutions
jointly.
• Workplace rotation
Alternation of workplaces and tasks facilitates swift responses to staff absences; employees
acquire a wider picture of company activities, and extend their knowledge as a result.
• Quality circles/feedback meetings
Employees meet in order to find solutions jointly to selected issues (employee participation).
• Self-learning programmes such as distance learning courses or computer-assisted learning.
• Courses, trade fairs, conferences
Information
These concepts are not related to a particular age.
Did you know that:
The cost to German companies and their employees of seminars run by their own accident
insurance institution are covered by the company's insurance premium.
20
In any company, a climate should be created in which ongoing further training (irrespective of
an employees' age) is regarded as perfectly normal. This extends to determining each individual employee's particular need for further training.
Once your employees have had positive experience of acquiring new knowledge for themselves, it can substantially enhance their self-confidence and motivation. Motivated employees are in turn a key factor in your company's success.
!
• Ensure that the wealth of experience in your company is retained and passed on. The
result: you reduce costs and motivate your employees.
• Ensure that all employees repeatedly undergo further training. This ensures that your
company remains competitive and fit for the future.
Self-check: lifelong learning and passing on of knowledge
Page 31
21
Recruiting employees and engendering
company loyalty
What is essential is invisible to the eye.
Antoine de Saint-Exupéry
Information
In times in which suitable skilled personnel are becoming increasingly difficult to find, it is
important for you to safeguard your reputation as a good employer. Small and medium-sized
companies are generally in a good position in this respect. The working atmosphere is often
good. Everyone knows everyone. Company processes are manageable. The employer is accessible.
Do you know the age structure of your company?
If not, conduct an age structure analysis (see Annex 1: "Assessing the age structure of the
workforce"); a need for action may exist. The age structure revealed by the analysis (and its
bias towards younger, middle-aged or older employees) will reveal the areas in which personnel deficits within the workforce will arise in the future. Have you already considered
who is to replace management staff when they retire?
The corporate culture is an important factor in the recruitment of employees and the engendering of their loyalty to the company. A characteristic of a positive corporate culture is that
your employees enjoy working for you and that they identify with your company. For example,
how are mistakes dealt with within the company? Do your employees have opportunities to
contribute creatively by making suggestions for improvements? In the "fight" for the best employees, the prevailing values, attitudes and behaviour within companies will grow in importance.
22
True to the motto that "The company is the family, the family is the company," the management of Catherine Nail Collection GmbH in Zierenberg recognizes that it bears a responsibility towards its employees. The measures taken by the company to motivate its employees
and to promote its corporate culture are as colourful and varied as the company's products.
"Our employees spend a large part of their day at work; we therefore wish to make their
time here as pleasant as possible," explains Managing Director Ingeborg Frimmel. "We see
ourselves more as a family than as a company." Like a family, the employees frequently also
spend their free time together: they go to banquets or visit ropes challenge courses, local
fairs or concerts together. The company may even pay for the tickets of employees who have
performed particularly well. All these measures foster job satisfaction and the workforce's
sense of togetherness.
Another factor influencing the pleasant atmosphere is the
"Keep Smiling Assistant". Once a year, the workforce
elects the most pleasant and helpful member of staff. This
person is responsible for the atmosphere in the company.
He or she mediates in the event of interpersonal problems
between co-workers, and discusses important issues with
management. The "Manager of Good Ideas" is responsible for technical suggestions for improvements. A form is
available on which any employee can submit their ideas
to the Manager of Good Ideas; a prize is awarded once a
year for the best suggestions received. With a female contingent of 80%, the compatibility of career and family is
an important topic at Catherine Nail Collection GmbH. The
company's management does not therefore object to employees bringing children into work at difficult times, such
as during the summer holidays. The company also pays a
preschool subsidy and offers mothers the option of working
part-time.
Managers Ingeborg and
Catherine Frimmel
Source: Catherine Nail Collection
Professional development is enhanced by numerous opportunities for furthe training. An
example is the specially developed „CatherineOgram“, a strengths and weaknesses analysis which enables people to assess themselves and their colleagues more effectively.
23
Good-practice example
The responsibilities of a family firm
Blowing your own horn
Inform the public of the good working conditions, opportunities for development and supplementary social benefits at your company. A company open day or party to which family members are also invited can rapidly increase a company's visibility in the region. Offer job placements in the company for students and schoolchildren. Have you already heard of Girlsday,
an opportunity for women to be recruited to typically "male" vocations? This event is also a
good opportunity to invite the regional press into the company.
How can you engender company loyalty among your employees?
The health, attitude to work and professional commitment of employees are substantially influenced by the quality, stability and scale of social relationships within the company. If your
employees perceive the company atmosphere as being trusting and supportive, they will feel
comfortable at their workplaces. They will remain fit for and capable of work for longer. The
management style is important for employee satisfaction and loyalty to the company. Poor
management demoralizes the workforce and triggers feelings of helplessness and anxiety.
Good management enhances confidence and trust.
24
!
What does this mean in day-to-day terms?
It is important to you that your employees enjoying working for you.
You have a clear conception of how people should be treated.
You ensure that each individual employee has clearly formulated tasks and
responsibilities.
You ensure that your employees have access to all necessary information at all times.
You are receptive to suggestions from from employees.
You involve your employees in the planning of work processes.
You offer your employees opportunities for professional development.
Self-check: recruiting employees and engendering company loyalty
Page 32
25
Annex 1
Assessing the age structure of the workforce
The age structure of the workforce is derived from the ages of all employees and is broken
down by age group in a table. Enter the number of your employees in each relevant age group
field of the table. In the second stage, add 10 years to the age of each employee.
Age
Number of employees in 2010
Number of employees in 2020
< 20
20 – 29
30 – 39
40 – 49
50 – 59
60 - retirement
Total
Example of an age structure analysis for a small company in the woodworking sector
Age
< 20
Number of employees in 2010
Number of employees in 2020
—
—
20 – 29
2
—
30 – 39
4
2
40 – 49
7
4
50 – 59
9
7
60 - retirement
2
3
Total
24
16
This example shows that the average age of the workforce is slowly rising. In only 10 years'
time, this particular company will have lost a third of its workforce, unless it acquires new
employees sufficiently quickly by training and recruitment.
You can of course wait until the problem of an ageing workforce becomes apparent in your
company. It is better, though, to take counter-measures immediately.
26
Annex 2
Internet links
The statutory accident inscurance system in Germany (DGUV)
http://www.dguv.de/content/index.jsp
In good hands. Your Statutory Accident Insurance. Functions, services and organization
http://www.dguv.de # Webcode: e37025
The Prevention Yearbook 2008-2009: Acting together – in shaping prevention
http://www.dguv.de # Webcode: e37025
The secret’s in the mix: Young and old at work together (electronic version of this brochure)
http://www.dguv.de # Webcode: d69167
The demographic risk in Europe
http://www.demographic-risk-map.eu
European portal for SMEs of the European Commission
http://ec.europa.eu/enterprise/sme/index_en.htm
European Agency for Safety and Health at Work (OSHA), Bilbao
http://osha.europa.eu/en
27
In my company, tasks and work processes are
organized in such a way that they can also be
carried out by older employees through to retirement age.
The employees are involved in the organization
of their workplaces and work procedures.
My employees are able to adjust their workplaces, for example by increasing the lighting levels
if needed (by means of additional lamps etc.).
Rooms are set aside in the company in which
colleagues can talk and exchange information
with each other, or superiors with their staff,
without being disturbed by high ambient noise
levels.
My employees can make use of lifting and carrying aids should they need them.
28
Not implemented
On the subject of organizing workplaces
Need for action
recognized, not
yet implemented
Partly
implemented
Self-check
Already
implemented
1.
2. Self-check
Not implemented
Need for action
recognized, not
yet implemented
Partly
implemented
On the subject of optimizing working hours and the
organization of labour
Already
implemented
In my company, employees have different options for their working hours, such as part-time
work and flexible working hours.
My employees are able to adjust their working
hours to their personal circumstances (childcare, further education, care for relatives, etc.).
Shift planning takes account of my employees'
ages.
Employees have the opportunity to change
workplace and task regularly.
My employees are involved in planning and
decision-making processes.
29
3. Self-check
We record whether employees suffer long-term
sickness (exceeding six weeks), and to what
extent this can be attributed to stresses at the
workplace.
Where employees are on sick leave frequently or
for longer periods, systematic efforts are made
in the company/at their old workplace to reintegrate them.
My company offers measures for the promotion
of good health, such as sporting activities, the
provision of fruit/water free of charge, welfare
advice, etc.
The measures offered by the health insurance
institutions for workplace health promotion
(courses, advice, etc.) are taken advantage of.
The occupational physician and his or her medical expertise are exploited for the organization
of healthy workplaces.
30
Not implemented
Need for action
recognized, not
yet implemented
Partly
implemented
On the topic of safeguarding and promoting good health
Already
implemented
4. Self-check
Not implemented
Need for action
recognized, not
yet implemented
Partly
implemented
On lifelong learning and passing on of knowledge
Already
implemented
I know my employees' strengths and weaknesses and aim to keep their knowledge up to
date by suitable training.
I ensure that further training measures are
geared to the particular needs of individual
employees for training and to their respective
abilities.
Employees with us who are aged 50 or over have
opportunities for further training.
My company ensures that employees' knowledge and experience are passed on to others
long before they leave its employment, for example by the training of younger colleagues in
good time.
We deliberately form mixed-age teams, in order
to ensure the transfer of knowledge in both
directions – from old to young, and vice-versa.
31
Our personnel decisions take account of the
workforce's age structure.
We have created incentives (profit sharing,
special leave, etc.) in order to foster company
loyalty among our employees.
We are perceived in the region and in our sector
as an attractive employer.
We actively scout for potential employees in
appropriate educational institutions (schools,
vocational colleges, universities, etc.).
We talk regularly with all employees about their
work, scope for development, and problems
that arise.
32
Not implemented
On recruiting employees and engendering company loyalty
Need for action
recognized, not
yet implemented
Partly
implemented
Self-check
Already
implemented
5.
Notes
Notes
Deutsche Gesetzliche
Unfallversicherung (DGUV)
Mittelstraße 51
10117 Berlin
Phone: 030 288763800
Fax: 030 288763808
E-Mail: [email protected]
Internet: www.dguv.de
DGUV Information 7009 E
7009 E