Change in work is reflected in the silent signals of the work community

Technology, AI and digitalisation are rapidly changing work. Tools, tasks, competence requirements and ways of cooperation are being renewed, while organisations are expected to be agile in an uncertain operating environment. Change can open up new opportunities, streamline work and strengthen competence. At the same time, if the employee does not know what is expected of them, whether they can talk about incomplete skills and tasks or whether there is enough time to learn something new can be stressful.

The effects of change are often reflected in silent signals

In occupational health care, the effects of change often first become apparent through silent signals: questions become less frequent, mistakes go unreported, collaboration becomes more limited or employees start to withdraw. Employees' own skills, career aspirations or need for support may go unmentioned if there is a fear that disclosing them could raise doubts about their commitment. Working while ill may also increase, especially in remote work. This delays recovery, accumulates work and increases the risk of errors. A single sign does not yet indicate a problem, but the recurrence of several signs should be discussed in good time. In these situations, occupational health care can assist both the supervisor and the employee in finding solutions through open discussion.

Psychological safety as a critical success factor

Psychological safety is regarded as one of the critical success factors of organisations in a renewing working life. It does not mean that everyone has to agree on everything or that decisions do not need to be made, but rather that employees feel able to ask questions, make suggestions, make mistakes and raise concerns at work without fear of being dismissed or labelled.

The actions of supervisors are central to this. When the reasons for decisions are explained, uncertainty is acknowledged and the employees are genuinely heard, trust is strengthened. At the same time, the organisation gains access to the personnel’s observations, skills and ideas — precisely the resource factors required for renewal.

How the employer can strengthen psychological safety during change

• Tell the employees regularly what is changing, why and what is not yet known.
• Create recurring opportunities for conversations and remember to also ask those who aren't usually the ones to speak up first.
• The management must show by example that asking questions, giving feedback and learning from mistakes are allowed
• Agree on priorities and enable learning during working hours; employees do not need to know everything right away.
• Monitor workload and cooperation and make use of occupational health care at an early stage.

Well-managed change does not eliminate uncertainty, but makes it something that can be shared collectively and addressed. When people are allowed to speak, learn and have an impact, the work community can be renewed so that both performance and work ability can be strengthened.

The article was written by Riitta Erämaa, Head of Mehiläinen’s work coaching services.