Development levels

The Finnish working life development strategy challenges workplaces to develop working life from their own starting points. The aim is that all workplaces will achieve at least a good basic level, before moving on to the developer level and thereafter forerunner.

The development levels help to evaluate the level of a workplace. A workplace can be at

  • good basic level, which means that all the basics are in order and everyday work and attending to duties run smoothly.

  • developer level, which means that development efforts are initially carried out through separate projects and later through a versatile, systematic approach.

  • forerunner level, which means that the workplace boasts excellent or world-class products, services, operational concepts, workplace communities and their continuous development.




Good basic level

Developers

Forerunners

All the basics are in order, everyday work and attending to one’s duties run smoothly

The aim is that all workplaces will achieve at least the good basic level

Development efforts are carried out through separate projects, then through a versatile, systematic approach

Also includes aspects listed under the good basic level

Excellent or world-class products, services, operational concepts, workplace communities and their continuous development

Also includes aspects listed under the developer stage

When achieving success, the opportunities for growth and, in the case of public organisations, more effective service and further development of operations, are utilised

Knowing how to make use of development services suited to the organisation’s needs

Operating in line with laws and collective agreements

Personnel are consulted

Promotion of equality, no discrimination

Use is made of the opportunities provided by collective agreements and legislation to reconcile work and family life

Personnel, customers and partners are involved in development

There is room for diverse kinds of people in the workplace community, and it is open to new people

Determined efforts to develop management and supervisory work

Attention is paid to the development of cooperation skills required in the future, organisational skills, negotiation skills and skills required for the management of one’s own work

Active efforts are made to further the reconciliation of family and work life, and both the employees’ and the organisation’s needs are taken into account in work schedules

This group is characterised by agility, competitiveness, the ability to create new employment and serve customers

These qualities are promoted by well-functioning partnerships, networks, company acquisitions and restructuring

Diversity is utilised and managed

Taking risks and making mistakes is also allowed

Work is characterised by engagement, assuming responsibility, and enthusiasm

Innovative work schedule arrangements take individual needs into account, and work schedules can be easily adapted according to the situation at work and individual wishes