1. Juhani Pekkola PhD, Docent of Sociology Ministry of Labour, Finland juhani.pekkola@mol.fi The Finnish Workplace Development Programme -TYKES ICT-aspects / eInclusion

2. We develop working life. Together.

3. Tykes is a new umbrella programme, which is incorporated in the Government’s programme and is based on tripartite cooperation with… a duration of six years (2004-09) an annual budget of EUR 12.5 million (2005) by the Finnish Government a proposed total budget of EUR 87 million 1,000 development projects and the participation of 250,000 employees as targets

4. Programme Organization tripartite Management Group (setting of overall goals, annual targets and annual operating plans) tripartite Expert Group (processing of project applications) 12-member project team in the Ministry of Labour advisory scientific forum of experts (31 members) network of regional contact persons in 15 Employment and Economic Development Centres and in 8 Occupational Safety Inspectorates

5. Expanded Triple Helix Model

7. Challenges and Problems of Working Life in Finland ageing workforce: it is estimated that a million people will retire between 2000 and 2015 (nearly half the people employed in 2000) low retirement age: appr. 59 years problems with employee well-being widely reported sectoral differences in productivity growth: rapid growth in the ICT cluster, sluggish growth in most other industries ’China syndrome’: increased pressure on technological and organizational innovation

8. Challenge of Qualitatively Sustainable Productivity Growth continued economic growth is the foundation of a nation’s welfare over the long term, the critical preconditions for economic growth are labour input and growth in total factor productivity (TFP) labour supply is in danger of decreasing in Finland for at least 30 years onwards owing to ageing of the population speeding up TFP can only partly compensate the negative effect of decreasing labour input on economic growth

9. Challenge of Qualitatively Sustainable Productivity Growth how to find solutions which simultaneously improve labour productivity and the quality of working life in a manner that also supports employees’ ability to stay on at work? workplace development programmes are means to promote economic growth by having a positive contribution to both labour input and productivity growth

10. Workplace development programmes help… lower the threshold for launching development activities in workplaces influence the objectives, methods of implementation and speed of development activities in workplaces create and identify good practices and disseminate them on as generative ideas promote the dialogue and learning between management, staff, researchers and other experts CONTINUES…

11. Workplace development programmes help… improve the competence of researchers and other experts create new forms of dialogue between different stakeholder groups (e.g. labour market organizations) bring workplace issues to public attention and encourage debate on them

12. Policy aspectsTraditional innovation policy Narrow systemic innovation policy Broad systemic innovation policy Policy aimto produce economic growth through fostering technological development to produce economic growth through fostering technological development and diffusion of technology to promote innovation and growth without undermining social cohesion and wellbeing of people Base of national competitiveness  certain key technologies or branches  certain highly intelligent R&D experts or isolated top R&D units  certain key technologies or branches  national R&D system  R&D expert networks (including top firms and top R&D organizations)  the strength and learning ability of the whole economy  the structure of the production system  institutional set-up Pursued innovations technological innovation  technological innovation  network innovation in relation to R&D system  social innovation (e.g. organizational innovation connected with production, service and R&D system)  technological innovation Legitimacy of innovation policy market failuresmarket failures and system failures in R&D system system failures in the broad innovation system Activities associated with innovation R&D activities R&D activities and routine activities in production, distribution and consumption

14. Programme Vision Finland has a network of expertise for work organization development which creates national competitive edge and which effectively promotes qualitatively sustainable productivity growth (Tykes vision 2009).

15. Programme Guiding Principle Tykes supports research-assisted work organization development based on cooperation between management and staff which promotes qualitatively sustainable productivity growth in Finnish workplaces.

16. Levels of Tykes Goals PUBLIC POLIC LEVEL Qualitatively sustainable productivity growth in Finland PROGRAMME LEVEL How can the programme and its measures promote qualitatively sustainable productivity growth in Finland and develop an innovation environment which supports it? GENERATIVE LEVEL How can the project results act as a source of learning and inspiration for other workplaces and the various stakeholder groups? WORKPLACE LEVEL How can the projects help reinforce a mode of operation which supports qualitatively sustainable productivity growth in the participating workplaces?

17. Advanced modes of operation are based on… proactive and participatory management utilization of new ICT in the organization of work application of team-based forms of work organization close cooperation with clients, other actors in the value chain and external expert organizations multi-skilled staff with versatile job assigments good opportunities for staff to develop in their work and take part in decision-making which affects their work systematic development of the skills and competences

18. Forms of Project Activity 1.Basic analysis: brief analysis lasting for a few months which workplaces can use in specifying their development needs with an eye to a larger project. (max. EUR 10,000 per analysis) 2. Development projects: intended to promote changes in modes of operation at one or more workplaces with a view to simultaneous improvement in productivity and the quality of working life (max. EUR 100,000 per company)

19. 3. Method development projects: creating and developing new development methods and practices for a knowledge- intensive, networking economy with the help of R&D institutes, which support qualitatively sustainable productivity growth (EUR 1.5 million 2004) 4. Learning network projects: creating long-lasting shared forums of learning for workplaces and R&D institutes to boost mutual exchange of experiences and knowledge based on development cooperation between the network participants (EUR 1.5 million 2004) Forms of Project Activity

20. Project Funding by Sector Basic analyses and development projects by 12 May 2005 Agriculture & Forestry Industry Third sector Private Services State Local Government 2% 32% 8% 21% 3% 34% Food & Bevarage Textiles & Clothing Wood-Processing Paper Printing Chemical Stone & Glass Electrical & Electronics Metal & Engineering Other 12,9% 1,6% 8,3% 2,7% 5,6% 8,4% 2,7% 12,3% 38,5% 7,2%

21. Funding by Expert Organization All projects by 12 May 2005 Universities, state research institutes and polytechnics Consulting companies Internal developers Other research or educational institutes 42,0% 41,7% 4,1% 12,2%

24. Typical Target Areas of Development Projects new forms of work organizations work processes working methods internal cooperation within and between work units and departments external networking within the value chain personnel management and leadership work environment

25. Some Typical Development Approaches, Methods or Tools development groups skills and working conditions surveys and analysis team training management training process flow analysis auditing mentoring action research (e.g. work conference method) reflexive benchmarking developmental work research (e.g. change laboratory) Balanced Scorecard, EFQM, IIP, etc.

26. Channels for Dissemination of Information on Workplace Development large-scale projects and learning networks project modues seminars and work conferences publications www sites (e.g. data banks on projects, good practice cases, R&D institutes)

27. Programme and Project Assessment interim assessment of the programme will be made in 2006/07 and final assessment in 2008/09 all development projects make a self-assessment on their effects, success and implementation based on separate views by management, 5 employees and an expert working in the project a selected group of workplaces participating in development projects make a self-assessment of the HRM practices they apply both at the start and at the end of the project all projects must submit a final report

28. Some Target Figures of the Programme the number of completed doctoral dissertations and licentiate thesis written in connection with project activity: 70 the programme has target numbers for the share of development projects which generate improvements in e.g. work productivity, customer service, management and labour cooperation, employees’ opportunities for development of their skills at work and employee well-being

29. Targets of the development projects

31. Impact of development project

34. Assessment study of the programme By focusing on social innovation and with an emphasis on network building and companies´ ability for learning and innovation, the programme has acted as a major front-runner in the technology- dominated Finnish innovation policy. The goals and development concept of the programme reflect modern development trends in working life, workplace and work organization development even on an international scale. The programme has maintained its actuality and its ability for strategic targeting still remains high. The programme is highly approved by among its stakeholder groups. The programme has a sufficiently high profile with respect to its goals, development concept and modes of operation. five main observations:

35. Challenge of sustainable productivity growth economic growth is the basis of a nation’s welfare economic growth bases on labour input, capital input and the growth of total factor productivity labour supply will decrease in Finland for at least 30 years onwards owing to change in the age structure the challenge is to find solutions to speed up productivity growth by means which simultaneously support employees’ individual and collective resources and their ability to stay in working life