Case Study: UNIC-Services Ltd
description
Transcript of Case Study: UNIC-Services Ltd
![Page 1: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/1.jpg)
Case Study:Case Study:
UNIC-Services LtdUNIC-Services Ltd
![Page 2: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/2.jpg)
UNIC-Services LtdUNIC-Services Ltd
Established in 1993 by IT Saara Remes-Established in 1993 by IT Saara Remes-UlkunniemiUlkunniemi
The company offers training services The company offers training services across the whole of Finlandacross the whole of Finland
16 employees, with an extra 4 employees 16 employees, with an extra 4 employees who work for according to the company’s who work for according to the company’s needsneeds
![Page 3: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/3.jpg)
More details about Unic- ServicesMore details about Unic- Services
The company’s average age is The company’s average age is approximately 35approximately 35 and employees are and employees are mostly womenmostly women
In recent years the company’s labour force In recent years the company’s labour force has increased by close to 40 % and its has increased by close to 40 % and its turnover has tripledturnover has tripled
![Page 4: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/4.jpg)
Stress Factors (owner and Stress Factors (owner and management of the companyt)management of the companyt)
Uncertainty connected with the company’s Uncertainty connected with the company’s operationsoperations
Difficulty to predict personnel requirements Difficulty to predict personnel requirements (fluctuating workload)(fluctuating workload)
Increased demands of customersIncreased demands of customers CompetitionCompetition Continuous changeContinuous change
![Page 5: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/5.jpg)
Stress Factors (Stress Factors (the company’s the company’s staff’s) staff’s)
The nature of company activitiesThe nature of company activities Customers and the operational Customers and the operational
environmentenvironment Compatibility of personal and professional Compatibility of personal and professional
lifelife Uncertainty and continuous difficulties with Uncertainty and continuous difficulties with
making predictionsmaking predictions Long working hoursLong working hours and business trips and business trips
![Page 6: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/6.jpg)
More stress factors More stress factors
A threat of physical violence connected to A threat of physical violence connected to the work the work
Working aloneWorking alone Work loadWork load Large amount of work (occasionally)Large amount of work (occasionally)
![Page 7: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/7.jpg)
What are the main problems that can be identified in this SME?
![Page 8: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/8.jpg)
How do management and personnelstress factors differ from each other?
![Page 9: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/9.jpg)
In what way can customers affectthe increase of work related stress?
![Page 10: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/10.jpg)
In what way does uncertainty concerningjob security affect an individual?
![Page 11: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/11.jpg)
Risk assessment methodology and Risk assessment methodology and implementationimplementation
A quality development projectA quality development project ISO 9001:2000 quality system and ISO 9001:2000 quality system and
personnel related issues in internal auditspersonnel related issues in internal audits Personnel meetings Personnel meetings A personnel questionnaire (QPS Nordic)A personnel questionnaire (QPS Nordic) Open dialog inside the company (the Open dialog inside the company (the
company’s culture)company’s culture)
![Page 12: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/12.jpg)
What was the importance of thecompany’s culture in the risk assessment?
![Page 13: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/13.jpg)
What are the benefits of comparingthe questionnaire carried out in the workcommunity to other companies in thesame field?
![Page 14: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/14.jpg)
Prevention and intervention Prevention and intervention techniquestechniques
Open communication between members Open communication between members of staffof staff
Investment to communication equipments Investment to communication equipments (mobile phones, wireless computer (mobile phones, wireless computer connections)connections)
Internal networkInternal network Role of team leaders (service producers)Role of team leaders (service producers) Organizational structure Organizational structure
![Page 15: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/15.jpg)
Prevention and intervention Prevention and intervention techniquestechniques
Systematically collected internal feedbackSystematically collected internal feedback Team meetingsTeam meetings A personnel profile for every employeeA personnel profile for every employee Face to face discussions between Face to face discussions between
employees and the personnel manageremployees and the personnel manager Policy of flexibilityPolicy of flexibility ( (in scheduling holiday in scheduling holiday
times, moving days off and bank holidays times, moving days off and bank holidays together to give longer rest periods, together to give longer rest periods, flexible work times)flexible work times)
![Page 16: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/16.jpg)
What good work related stress managementpractices can you recognise in Unic-Servicesway of operating?
![Page 17: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/17.jpg)
What is your perception of these goodpractices, which could benefit your ownwork community?
![Page 18: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/18.jpg)
Why is support from colleagues soimportant in situations of work stress?
![Page 19: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/19.jpg)
Evaluation of risk management Evaluation of risk management
process and interventionprocess and intervention company has established different ways to company has established different ways to
recognise stress factors, (discussions, recognise stress factors, (discussions, meetings, feedback, common time meetings, feedback, common time together, quality assurance work) > Good together, quality assurance work) > Good example 1example 1
The company has succeeded to partly The company has succeeded to partly integrate risk assessments into the integrate risk assessments into the company’s normal operations > Good company’s normal operations > Good example 2example 2
![Page 20: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/20.jpg)
continuous improvement operations model continuous improvement operations model also in relation to personnel affairsalso in relation to personnel affairs > Good > Good example 3example 3
ISO ISO 9001:2000 quality programme9001:2000 quality programme as a as a tool in managing stress at work > Good tool in managing stress at work > Good example 4example 4
![Page 21: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/21.jpg)
What kind of indicators would assess work related stress in work communities?
![Page 22: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/22.jpg)
How could the appraisal results be handled?
![Page 23: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/23.jpg)
What benefit is the quality programme to personnel and the personnel’s ability to cope?
![Page 24: Case Study: UNIC-Services Ltd](https://reader036.fdocuments.net/reader036/viewer/2022062408/56814236550346895dae5340/html5/thumbnails/24.jpg)
Thank you!