Swedish occupational health report:
A sustainable working life from a CSRD perspective
The path to a sustainable working life................................4
Occupational health – A key component of CSRD........8
Life-phase policies or individual adaptations?...................................................................................12
Support for conversations with senior employees .....................................................................16 The home office and the flexibility paradox....................18
Finding balance in the fight against sick leave..............22
Communication
Has flexibility become the new challenge in working life?
2,500 employees and 500 leaders from Swedish companies have answered questions about working life and health, this time with a particular focus on sustainable work environments and CSRD. The Occupational Health Report is a representative survey. While not academic research, it serves as an excellent barometer of the opportunities and challenges in today’s working life.
Publisher: Tor Erik Danielsen (Avonova)
Contributors and experts: Eva-Karin Boström, Per-Niclas Olofsson, Arja Hinhala Yngvesson, Maria Sjöberg, Robin Falk, Alborz Danielsson, Guro Magnetun Heimvik
Design: Nicolas Ness Turco
Quantitative survey conducted by: Norstat AS
Dear readers,
Good occupational health is a prerequisite for a sustainable labor market. Today, we face several challenges that will grow unless we can reverse the negative trend. As a result, the demand for social sustainability and good working conditions is becoming increasingly strong. But what do these new requirements mean for us?
Social sustainability is about ensuring that everyone has equal opportunities for a fair and healthy life. Participation in working life plays a vital role here. Statistics from the Swedish Social Insurance Agency reveal that over 250,000 Swedes receive sickness or activity compensation (formerly known as early retirement) due to long-term reduced work ability. Additionally, 195,000 Swedes are on sick leave every day. The financial losses for businesses due to sick leave, accidents, and unwanted attrition are substantial.
Today’s labor market faces significant challenges. Despite rising unemployment, many employers struggle to recruit the skilled professionals they need. A sustainable work environment can help addressing this need by reducing absenteeism and increasing employee satisfaction and productivity.
We must adopt a systematic and comprehensive approach to occupational health. Therefore, we welcome the EU’s new directive on sustainability reporting (CSRD). CSRD requires companies to report sustainability aspects with the same quality and reliability as financial data. Monitoring of the work environment is then also being focused to the areas of largest importance.
A profitable sustainability effort is based on knowledge, adaptability, and decisiveness. Four out of ten employees report being unaware of their workplace’s sustainability goals. Moreover, nearly a quarter of managers view the requirement to report work environment factors negatively. As highlighted in this report, our experts believe this figure is far too high. However, we can change it by looking beyond the reporting process and instead focusing on using data and insights to implement targeted actions that improve occupational health.
Social sustainability and new reporting requirements are here to stay. In the long term, these reporting obligations will create added value in the form of increased competitiveness and better results. The double materiality analysis that companies are required to perform will highlight the sustainability areas of largest importance — both financially for the company and for society at large.
In this report, experts from Avonova and our partners provide advice based on a survey conducted with 2,500 employees and 500 managers in Sweden and Norway. We take a comprehensive look at social sustainability and how it can have positive impact on multiple levels.
It is our hope that this year’s Occupational Health Report will provide you with deeper insights into how you and your company can create a sustainable work environment that benefits not only your business but also society.
Best regards,
Jonas Arlebäck CEO, Avonova Group
The path to a sustainable working life
Sustainability is a broad concept, and a sustainable workplace is about much more than just the environment and climate impact. Above all, it’s about people.
Eva-Karin
Boström Medical Director at Avonova.
Social conditions are becoming increasingly important on the sustainability agenda. The EU’s new directive on sustainability reporting (CSRD) defines good working environments as a central part of sustainability efforts. The introduction of this directive means that companies are now required to report how they treat their employees.
In the Occupational Health Report, Swedish managers share their views on what constitutes a sustainable working environment. At the top of the list is having healthy employees, cited by 79% of managers as the most critical factor. Following this is fostering a culture of involvement in workplace environment efforts (72%). At the bottom of the list are areas such as travel policies (17%) and age-adapted personnel policies (13%).
A strong foundation to build on
Eva-Karin Boström, Chief Medical Officer at Avonova, believes that Swedish employers have a solid foundation to build upon and a unique opportunity to turn social sustainability into a competitive advantage.
“We’ve done a lot of things right in Sweden. We have a well-organized working life and have had deliberate efforts from authorities and companies for a long time.
What managers associate with a sustainable work environment
Healthy employees
Employee involvement in workplace safety initiatives
79 % 72 %
60 %
A company culture that reduces unwanted physical and mental strain at work
17 %
A travel policy that minimizes environmental impact
13 %
Lifecycle-adapted HR policies
This is a good starting point now that social sustainability is becoming a more prominent part of everyday corporate life,” says Eva-Karin.
Sustainability is a broad concept, and a sustainable workplace is about much more than just environmental and climate impact—it is, first and foremost, about people.
Reporting doesn’t have to be complicated
However, new requirements are not always well received. The Occupational Health Survey reveals that less than half (42%) of Swedish managers are positive about reporting workplace environment factors, while a significant number (20%) have a negative attitude toward this newly mandated requirement. Eva-Karin believes that skepticism will diminish if managers perceive the reporting process as having a tangible impact.
“I understand the resistance if one does not see the link between increased reporting and positive development for the company. But the whole idea is for the key performance indicators to improve and yield results,” she explains.
Social sustainability reporting should not be reduced to a checklist of KPIs (key performance indicators) and action items. Instead, it is about enabling meaningful conversations, collaboration, and strong employee engagement. When the focus is on achieving the desired outcomes, reporting becomes less of a burden and more of a useful tool.
Sustainability drives results
A sustainable working life is crucial not only for Sweden as a nation but also for Swedish businesses. Avonova’s experience shows that prioritizing workplace environment and health-promoting workplace cultures creates long-term value for companies.
When Swedish managers are asked about their top reasons for investing in workplace health and safety, 74% cite the prevention of sick leave and burnout, while 55% point to reducing employee turnover.
Here in Sweden, we’ve achieved a lot. We have a well-organized working life and have benefited from sustained, conscious efforts by authorities and companies over a long period.
This year’s occupational health survey also provides insight into what Swedish employees value in a good work environment. The highest-ranked factors include having enjoyable colleagues to work with (56%) and finding joy in coming to work (49%).
Our experience shows that social conditions in the workplace are becoming increasingly important, especially among younger employees.
- A sustainable workplace is an attractive workplace. Experiencing a good work environment leads to lower staff turnover and increased productivity—effects that are directly reflected in the bottom line,”* says Eva-Karin.
The workplace as a public health arena
An essential part of occupational health services’ role in creating a sustainable working life is helping companies adopt a holistic perspective, which is often easier said than done.
To achieve a sustainable workplace, companies must consider the whole person, not just the one clocking in from 8 to 5. Employers need to understand their employees across different life stages and promote a healthy balance between work and personal life.
These are needs that can be challenging for managers to identify, but they are areas in which occupational health services have extensive experience through tailored health check-ups and employee surveys.
“The workplace can and should serve as a public health arena. That is sustainability in practice,” concludes Eva-Karin.
Proportion of employees who consider the following factors most important for a good work environment
Proportion who experience their work as meaningful to a large or very large extent:
How managers feel about companies’ obligation to report work environment factor
Proportion
Occupational health – A key part of CSRD
Starting in 2024, the requirements for sustainability reporting for Swedish companies will be tightened. In addition to extensive climate and environmental reporting, companies will now also need to disclose information about social working conditions, including salary terms and work-life balance.
In the autumn of 2023, the EU introduced new rules for how companies must report on various sustainability aspects. For large publicly traded companies, the requirements apply starting from the 2024 fiscal year. The regulatory framework will then gradually extend to other large companies as well as small and mediumsized publicly traded enterprises.
In addition to reporting on climate and environmental conditions, Swedish companies are now also required to disclose social conditions in the workplace—how employees are treated, as well as risks and opportunities related to them. Workplace conditions throughout the value chain must also be reported. The new EU directive on sustainability reporting (Corporate Sustainability Reporting Directive, CSRD) also addresses how companies’ operations affect workers beyond their own employees.
Salary, work environment, and parental leave
“The new requirements are strict, comprehensive, and detailed, demanding that companies’ sustainability reporting meets the same quality standards as their financial reporting,” explains Guro Magnetun Heimvik, Partner and Head of Climate and Sustainability Services at Deloitte.
According to Heimvik, companies must, among other things, provide information on training and skills development, work-related illnesses, and the number of lost workdays due to injuries, accidents, or occupational diseases. Balance between work and personal life is another aspect to be detailed. This could include reporting the extent to which employees are entitled to parental leave and how often they use it.
Other factors to be addressed include collective agreements, diversity indicators, and salary conditions. Social security is also a concern, along with workplace assessments. Companies must describe how they identify and manage social factors that significantly impact the workforce, with these factors clearly defined in the regulations.
“To develop a strategy for managing social impact, one must naturally map and analyze the risks and potential consequences,” says Heimvik. The standards also aim to clarify how companies align with or adhere to international and European conventions and human rights.
Reporting across the value chain
It’s not just the conditions within a company’s own operations that must be disclosed. Businesses are also required to provide information about the conditions at their subcontractors and partner companies.
Companies with fewer than 750 employees have three years to meet this requirement, while the largest companies must report this from the very first year.
Although the regulations are being introduced gradually based on company size, Swedish companies of all sizes must already be prepared to answer questions about social conditions from customers and other stakeholders in the value chain.
Examples of workplace factors covered by CSRD:
• Injuries resulting in absenteeism among employees
• Loss of critical key personnel
• Recruitment through apprenticeship programs
• Fatalities/injuries related to the reporting company’s products or services in the customer chain
• Living wages/sufficient wages
• Skills development
• Strain injuries caused by heavy or repetitive work
• High workloads and accidents among suppliers due to time pressure and stress from the reporting company
The requirements apply to the following companies:
All public interest entities (e.g., listed companies, companies with listed bonds, credit institutions) with more than 500 employees in EU-regulated markets.
Other large companies meeting at least two of the following three criteria:
• More than an average of 250 full-time employees during the fiscal year
• Net revenue exceeding €40 million (approximately SEK 550 million)
• Total assets exceeding €20 million (approximately SEK 280 million)
International companies outside the EU with net revenue of €150 million and at least one significant subsidiary or branch within the EU are also required to report sustainability information in accordance with CSRD.
A life-phase policy or individual adaptation?
To bring more people into the workforce—and keep them there longer—organizations need personnel policies that align with employees’ various life phases. These policies should also allow for individual adaptations. Such an approach increases the likelihood that motivated and skilled employees will remain in the workforce throughout their careers.
Per-Nicklas Olofsson
Organizational psychologis at Avonova
A life-phase-oriented personnel policy primarily focuses on workplace conditions but also considers family, leisure, and overall life circumstances. The goal is to adapt to employees’ changing life stages, improving work environments, boosting motivation, and delivering better results.
In the occupational health survey, only 13% of managers highlighted life-phase adaptation as a key factor for a sustainable work environment. However, 51% of managers agreed that organizations need to rethink how they approach Generation Z’s expectations and needs in the workplace.
Shared experiences across generations
Per-Nicklas Olofsson, organizational psychologist at Avonova, emphasizes that generational effects can result in shared experiences and common starting points. For instance, employees who entered the workforce during the pandemic often share similar experiences of working remotely early in their careers.
The occupational health survey also reveals that employees under 30 are more likely than others to experience psychological challenges at work, such as anxiety, low mood, or burnout. They also report feeling inferior to older colleagues and experiencing higher levels of stress, less sense of purpose, and lower perceived competence and influence at work.
“Organizations could do much more to harness the strengths of the younger generation. Leveraging their unique skills and perspectives is an effective way to tap into their potential,” says Per-Nicklas.
Focus on Individual differences and life events
Despite generational trends, Per-Nicklas recommends that companies focus primarily on individual differences and life events rather than dividing policies by life phases. Life challenges, such as divorces, bereavements, relocations, and
parenthood, can occur at any age and significantly impact employees’ ability to find balance.
“We all have fundamental needs for belonging, competence, and growth. A good work environment and personnel policy take a holistic approach, fostering greater engagement among individual employees,” Per-Nicklas explains.
The business case for investing in employees Creating workplaces where employees feel engaged and competent benefits organizations in multiple ways. It reduces absenteeism, increases productivity, and allows more employees to postpone retirement.
Research shows that workers over 50 and those under 30 are equally effective overall.
“It’s shortsighted to believe that investing in employees over 50 is a waste of time and money. Organizations with this mindset may find themselves managing disengaged employees for 10–15 years—a costly scenario for all parties involved,” Per-Nicklas states.
Leadership and adaptation Managers may feel that making individual adaptations is challenging. However, Per-Nicklas insists it is manageable, provided there is a clear leadership strategy and middle managers are empowered to make decisions. Trust, flexibility, and independence are key.
“Individual adaptations work best in trust-based leadership models where outcomes are monitored, not micromanaged,” he says. Regular follow-ups help employees feel seen and ensure their work is valued.
“Forward-thinking organizations extend this individualized approach to recruitment, ensuring inclusivity and avoiding discrimination,” Per-Nicklas concludes.
The proportion of managers who believe it is important or very important to actively prevent resignations and employee turnover among young workers. Men
Woman
To a very large extent
To a large extent
Neither nor
The proportion of managers who recognize the need to rethink strategies regarding Generation Z and the expectations and needs of young people in the workplace
To a very large extent
To a large extent
Neither or
Proportion with a senior policy in the company
Support for conversations with senior employees
Having a good dialogue with one’s immediate manager is important, regardless of where one is in their career. Challenges, needs for adjustments, and motivational factors vary throughout a working life. Moreover, there are individual differences in motivation, competence, and life events.
Below are suggested discussion questions to help guide conversations with senior employees:
Looking back:
• What does a good day at work look like for you?
• What are you most proud of in your job?
• How has your role developed over the years, and what have been your most meaningful experiences?
The present – perceived resources:
• What engages you, and what brings you joy at work?
• When do you feel valued?
• What are your strengths in your work?
• How do you perceive your collaboration with others?
• Are there skills or knowledge areas you’d like to further develop?
The present – perceived demands, obstacles, and challenges:
• What obstacles and difficulties do you face in your job?
• Do you have the right conditions to succeed at work? Please share your thoughts.
• How does your daily work affect your physical and mental health?
• Can you find a good balance between work and personal life?
• Do you face specific challenges related to new technology or new ways of working?
Future plans – perceived demands and resources:
• Do you feel that the demands or resources have changed? What are your thoughts on this moving forward?
• How do you see your ability to contribute your experience to training new employees or in other roles?
Future plans – actions and adjustments:
• Is there something I, as your manager, can do to support you and help you grow?
• How long do you plan or wish to continue working?
• What can you do yourself to maintain motivation and competence in your work?
• What do you think our team should focus on moving forward, and how can you contribute?
• Are there specific areas where you feel you need more support or training to continue excelling at your job?
The home office and the flexibility paradox
Although half of all employees work from home, we know relatively little about how this affects working life. It is entirely possible to create good digital working conditions, but the home office must also be included in risk assessments.
Arja Hihnala Yngvesson, a Work environment engineer at Avonova, discusses the role of the home office in risk assessments and how employees and employers should navigate the relevant regulations.
“The Swedish Work Environment Act states that employers are responsible for the health and safety of their employees, regardless of whether they work from home or at the workplace. There are also specific rules regarding ergonomics and screen work,” says Arja.
The Swedish Work Environment Authority’s provisions (AFS 2020:1) on workplace design include guidance on how workspaces can be structured, offering support for designing both on-site and home office environments.
Collaboration for a functional home office
Managers and employees must collaborate to ensure that working from home functions effectively. A risk assessment should be conducted to identify all potential risks associated with remote work, including work hours, job content, and organizational and social work environments. Together, the employer and employee should evaluate what works best for the individual.
Arja Hihnala Yngvesson Work environment engineer at Avonova
“I believe many employees want to continue working from home in some capacity, even now that the pandemic is over. Good communication and clarity are essential for creating a sustainable working life that considers the employee’s entire life situation. Both on-site and remote workers are affected, and common rules need to be established,” Arja explains.
Insufficient focus on home office design
According to the occupational health survey, employers have not significantly contributed to the design of home offices. A full 64% of respondents report that their employers have made minimal efforts, such as providing office chairs, technical equipment, or similar resources. This proportion is even lower than during the pandemic.
Creating a well-functioning home office does not necessarily require significant investments in equipment. However, performing demanding tasks on a small laptop without adequate tools, like a second screen, benefits neither efficiency nor employee health, Arja notes.
“It’s reasonable for employers to provide employees with the tools they need to work both safely and efficiently from home. The type of equipment and adjustments required will vary depending on the job, personal circumstances, and the layout of the home.”
Arja emphasizes the importance of discussing what is needed for a good working environment. Employees also have a responsibility to set up their home offices to support both their productivity and well-being.
“For example, employees can work in a quiet room, use employer-provided equipment, and take regular breaks,” she suggests.
The flexibility paradox
Work hours are one of the challenges associated with flexible work arrangements. When does the workday begin and end? When are employees expected to be available? Emails outside work hours and preparing for the next day digitally are two examples of challenges that arise when the boundaries of the workday blur.
Proportion of employees who have the opportunity to work from home
Proportion of employees who believe it is beneficial to be able to work from home
“It’s important to be aware of the potential negative effects of being constantly logged in. It’s not necessarily just the employer’s responsibility; employees themselves can turn off email notifications, while employers can encourage them to log out at the end of the workday. This sends an important signal,” says Arja.
Meeting colleagues matters
The results of the occupational health survey highlight the significant role of colleagues. 75% state that being physically present at the workplace is important for building strong relationships with coworkers, and collaboration with colleagues is seen as essential for developing a healthy work environment. This is one reason why factors related to remote work should be included in workplace risk assessments.
“The most important thing is to communicate, reflect, and find effective solutions before making changes to work organization. Being aware of the problems is a good starting point,” says Arja Hihnala Yngvesson.
Lack of contact with managers as a challenge Arja identifies reduced contact between managers and employees as a potential issue. According to the survey, 40% are negative toward a work routine where their immediate manager primarily leads remotely. Over time, this could negatively impact both employers and employees.
“The need for quick clarifications and support in daily tasks, as well as opportunities for development and problem-solving, is common for most of us. Talking on the phone is not the same as meeting in the hallway. In general, managers should be cautious about allowing too much remote work. However, policies must be tailored to the needs of employees and the organization,” Arja advises.
Encouraging awareness
According to Arja Hihnala Yngvesson, not all managers are fully aware of the risks associated with home offices. She emphasizes that working from home is fundamentally different from working at the office and believes that home offices must be included in risk assessments.
Risk management involves anticipating both the positive and negative outcomes of a change. For many companies, the shift to more remote work will bring significant changes.
“The effects of increased remote work should be carefully evaluated to harness the positive aspects while minimizing the negative ones by creating the best possible setup. This is something both employers and employees need to reflect on. In the long run, good equipment and simple adjustments are far less costly than reduced efficiency, dissatisfaction, and sick leave,” Arja concludes.
Key reasons managers invest in HSE*:
• To prevent sick leave and burnout: 74 %
• To reduce employee turnover: 55 %
• To mitigate risks: 48 %
• To impact results and increase productivity: 40 %
• To enhance value creation: 33 %
• To meet legal requirements: 29 %
• To ensure a positive work environment: 29 %
• Do not invest in HSE*: 6 %
*) Health, Safety and Environment
Striking a balance in the fight against sick leave:
”It’s about fundamental needs.”
Musculoskeletal disorders and mild mental health issues are the most common causes of sick leave. However, broad terms like “mental health issues” or “musculoskeletal disorders” can be vague and provide a weak foundation for targeted measures. Achieving balance is a key factor in addressing the underlying causes, and both employers and employees share responsibility.
Sick leave is increasing, as are its associated costs. Today, mental health issues account for a quarter of all sick leave. Many also suffer from musculoskeletal disorders. Repeated organizational changes and higher demands at work as well as at home contribute to increased stress, and for many, managing their free time has become an additional “shift.”
“People struggle to find a good balance between work and personal life. Many feel that private life demands have grown, and we now want to get more out of our free time than before. Rising costs for essentials like housing also lead to greater work-related pressures. Most people today work 100%, something that was less common a few decades ago. For some, it ends in chaos. You can’t take sick leave from your private life, but you can from your job,” says Maria Sjöberg, an occupational health nurse and specialist in workplace health at Avonova.
What’s behind sick leave?
Women and younger workers account for a significant portion of sick leave. Maria emphasizes the importance of
Maria Sjöberg
Occupational health nurse and specialist in workplace health at Avonova.
creating a more comprehensive understanding of sick leave in Sweden and identifying the root causes of diagnoses.
“We, in occupational health services, often see much more complex and overarching explanations. For instance, we know that women in menopause can experience vague symptoms that are misdiagnosed and eventually lead to reduced work capacity. We need a more holistic approach to understand the underlying causes of sick leave,” says Maria Sjöberg.
Putting balance on the agenda
Balance is a key concept that Maria believes all managers should prioritize. According to the Occupational Health Survey, four out of ten employees (43%) believe that their employer has a significant responsibility to help create balance in everyday life. However, 13% of women in the survey felt their employer did not consider life outside work at all.
“Balance is about fundamental needs. Employers can, for example, avoid assigning tasks that must be completed over
Proportion who to a large or very large extent believe that the employer has a responsibility to contribute to a good work-life balance:
41 % 45 %
Proportion who, due to their work, have had difficulty sleeping several times a week or month over the past year (staying awake for at least two hours per night)
17 % 26 % 26 %
Men Women Age 18-29 years
weekends or setting deadlines that force employees to work during their free time,” Maria suggests.
There are several organizational measures that can be implemented to create better balance. In the survey, 79% of respondents said autonomy and flexibility are important factors, and 77% highlighted the importance of structure and routines.
“Beyond offering freedom and independence, employers should also strive to make work meaningful and ensure there are clear structures and boundaries. Being able to talk openly with one’s manager, even about mental health, is another critical preventive measure,” says Maria.
Employees have responsibilities too
While employers can do much to create better balance for employees, Maria stresses that employees also have a responsibility to care for their health. She notes a lack of awareness in this area.
“It’s a shared responsibility. If you can’t use your shoulder at work, you must rest it at home as well. The principle of adaptation should apply outside work too. If you face high emotional demands at work, you should pause and reflect on the emotional demands in your private life. Perhaps it’s wise to reprioritize and protect your ‘core’ to prevent burnout,” Maria explains.
According to the survey, employees know what helps create balance in their daily lives. Prioritizing sleep (51%), being mindful of stress triggers (56%), regular exercise (51%), and consciously separating work from personal life (56%) were among the most frequently mentioned strategies. The concept of a personal “core,” which involves sorting and organizing one’s life, is one of several techniques that can contribute to better balance.
Risk analysis in sustainability reporting
An essential part of preventive work involves assessing the risk factors that contribute to sick leave. Conducting a broad assessment and risk analysis of factors that may negatively impact sick leave is invaluable. Many companies believe they know the causes behind sick leave, but these are rarely investigated or mapped.
“We examine factors that prevent or predict sick leave, factors influencing its occurrence, and risks associated with returning to work after an absence,” Maria explains. Once this mapping is complete, the focus shifts to early interventions—prehab rather than rehab. Examples include job adjustments, employee engagement, and ensuring the right organizational conditions.
“To take a holistic approach to sick leave, companies must manage these factors systematically. This not only informs sustainability reporting but also serves as a strategic tool for managers to reduce sick leave,” Maria concludes.
Proportion who have experienced mental health issues due to their work several times a month or several times a week over the past year
How managers’ work is affected by sick leave
Creates
Affects
We have no
Worsens
Affects
Affects
Don’t
Case: Alingsås kommun Communication became the key to greater employee engagement
A culture of silence and a management team under intense pressure during the pandemic led the Department of Health and Social Care in Alingsås Municipality to recognize the need for increased engagement and participation among employees. They launched a pilot project in collaboration with Avonova, focusing on fostering dialogue and strengthening employee engagement.
Good employee engagement is about creating a culture of involvement where employees take responsibility for their tasks, their interactions with colleagues, and the broader work environment. Trust from leadership is crucial, and the core idea is for employees to take ownership of their work.
This need became apparent to the HR department in Alingsås Municipality’s Department of Health and Social Care during the pandemic. In 2021, they launched a project aimed at empowering managers and employees with the goal of fostering a work culture with stronger employee engagement.
“The work environment was characterized, to some extent, by a perceived culture of silence, where employees rarely or never talked about important matters. We wanted to create better and more comprehensive communication to help employees feel motivated to take greater responsibility,” explains Robin Falk, HR Partner at Alingsås Municipality.
Robin Falk HR-partner at Alingsås kommun
The work environment was characterized, to some extent, by a perceived culture of silence, where employees rarely or never talked about important matters.
Research-based approach and workshops
The pilot project was carried out in collaboration with Avonova. Stefan Söderfjäll’s “A Small Book About Employee Engagement” provided a theoretical and research-based foundation for the initiative. Managers were first trained in the program before rolling it out to their teams. The program included three workshops designed to suit everyone, incorporating guided videos and exercises to spark dialogue.
“The first part focused on defining what good employee engagement entails. We discussed topics such as what is expected of a good employee, why you go to work, and what is essential for good collaboration. The second part provided employees with tools to apply their new insights, and finally, participants created action plans based on what they had learned,” says Falk.
One of the goals was to give employees a clear understanding of what it takes to practice good employee engagement.
A positive development
Since the project began, the HR department has received positive feedback from both managers and employees. Additionally, they have introduced a pulse survey tool where employees answer eight questions four times a year. One question, “Are you looking forward to going to work?”, has shown a positive trend in recent years.
“We’ve also seen an impact on sick leave, which has decreased since the pandemic. Of course, other factors could be involved, but it’s encouraging to see a positive trend,” says Falk.
To ensure this positive trend continues, the department has been keen to sustain the project.
“A common challenge with this type of initiative is that it fades away after two to three years. We’ve used surveys and pulse measurements to ensure continuous follow-up, and we’re now seeing results throughout the municipality. Based on the pilot project, we’ve also been able to develop the concept further. It’s now offered across the municipality, with the Department of Health and Social Care adding new components to keep the work alive,” Falk explains.
Implementation support
To carry out the project, the Department of Health and Social Care in Alingsås Municipality relied heavily on external support, both for funding and implementation.
“The HR department couldn’t have managed this alone, so we applied for government funding to support recovery after the pandemic. This allowed us to bring in Avonova. They’ve been excellent sparring partners and invaluable in the execution of the project,” says Falk.
Six tips for preventing sick leave during organizational change
1. Know your employees and organization
Gather information and data about the work environment. Use employee surveys, talk to staff, and get an overview of the current situation. Understanding the baseline makes it easier to identify areas of concern and opportunities for improvement.
2. Seek external knowledge and support
Reach out to external partners such as occupational health services and research organizations. Conduct research and review existing studies to gain evidence-based tools and insights for managing change.
3. Use data effectively
Let insights drive targeted interventions where they will have the greatest impact. Data can help prioritize actions that directly address the most critical issues.
4. Create conditions for a healthy work environment
Identify what contributes to a positive work environment in your organization and ensure these factors are present during the transition.
5. Embrace change as an opportunity
Remember that change can be a positive force, offering a lever for new directions and increased motivation. Frame the process as an opportunity for growth and collaboration.
6. Maintain communication during sick leave
Stay in touch with employees who are on sick leave, beyond formal check-ins. Open communication fosters trust and allows for tailored solutions and adjustments that work for both parties. även utöver det formella. Hitta lösningar och anpassningar som fungerar tillsammans.
Has flexibility become the new challenge in working life?
A flexible workplace has become a natural and valuable part of many people’s daily routines. However, we must be cautious to ensure that flexibility does not undermine the balance between work and personal life.
Alborz Danielsson occupational health physician at Avonova.
Alborz Danielsson, an occupational health physician at Avonova and a specialist in occupational medicine, highlights the many benefits of flexibility. For many, it is essential to make daily life work. Yet, while there are advantages for both employers and employees, flexibility also comes with risks that employers need to address. High flexibility and remote work, where the boundaries between work and personal life blur, can pose challenges for both employees and companies.
Increased flexibility and work-related stress
Creating a sustainable workplace requires ensuring that higher flexibility does not lead to increased workloads or work-related stress. In a working life characterized by high demands for efficiency, the blurred boundaries between work and leisure can contribute to a negative trajectory. Sleep quality and other health factors may suffer if efficiency demands become excessive and actual workloads too heavy.
“I see this particularly among parents of young children who rely on flexibility to juggle their responsibilities. Often, it can go so far that leisure time and home life become an extension of the workplace,” says Alborz.
The risk of presenteeism
Too much flexibility and a corporate culture where the line between work and personal life is unclear can sometimes lead to higher productivity in the short term. However, it is not sus-
How important are perceived autonomy and flexibility for employees to perform well in their roles and feel confident in managing their tasks?
Important or very important
19 %
Has no significance
3 %
Not very important or of very little significance
79 %
Percentage of employees who experience the following expectations in their workplace:
14 %
Respond to emails outside of working hours
“People can handle peaks of high demands, but recovery is a critical factor in avoiding burnout. That’s why it’s important to be able to disconnect from work and have time for rest,” emphasizes Alborz.
While answering emails outside of work hours may not always be harmful, clear guidelines are necessary. Some countries have introduced regulations that limit employers’ ability to contact employees during certain hours.
Prioritize work, even when it conflicts with personal time
22 % 23 %
Travel/work outside of regular working hours
tainable in the long run—for the company or for society as a whole.
“Increased absenteeism is a significant risk for companies. However, the risk of presenteeism could be even greater. This means that employees are physically present but have significantly reduced capacity due to sleep disturbances or mental health issues. This not only negatively affects the individual but also has major consequences for the company,” Alborz explains.
A full 52% of surveyed employees reported having difficulty sleeping due to work over the past year. This percentage is slightly higher among women (56%) than men (47%). At the same time, 53% reported experiencing psychological distress due to work during the same period, marking a 9% increase compared to the previous report.
Clarify expectations
Employers have certain expectations of their employees that can impact the balance between work and personal life. In the occupational health survey, 14% of respondents said they are expected to respond to emails outside of work hours, and 22% reported that their employer expects them to prioritize work even when it conflicts with their personal lives.
“I advocate for less drastic measures. The first step should be for companies to establish clear policies, set boundaries, and ensure follow-ups. The new EU sustainability reporting guidelines (CSRD), which include work-life balance as a focus area, is likely to make it easier to address these issues in the coming years,” says Alborz.
Positive flexibility through dialogue
Policies and guidelines can be developed through dialogue. By agreeing on how to work and clarifying expectations, positive flexibility can meet employees’ needs at different life stages or fulfill the expectations of new generations of workers. People have different needs and preferences, and in an employment relationship, it’s important to establish these clearly from the start. However, flexibility must come with a clear strategy.
Sustainable efficiency
A workplace must have clear guidelines so employees can distinguish between work and leisure. When asked about the most important factors for well-being and balancing work with life outside of it, 56% of managers highlighted the importance of work-life balance.
It’s not necessarily sustainable to ensure that people can work all the time. There must be a balance to prevent overworking. This doesn’t mean managers need to lower expectations for results and efficiency. On the contrary, Alborz Danielsson offers a clear recommendation to employers:
“Establish clear guidelines and routines for how you work. Long-term sustainable efficiency is not achieved through temporary increases in productivity but by helping employees separate work time from personal time.”
Managers: Employees: