Fair Work Framework 2016
The Fair Work Dimensions - Fulfilment
For many people, work is a fulfilling part of their life. Workers benefit from engaging in fulfilling work in terms of using and developing their skills; having some control over their work and scope to make a difference; taking part in appropriately challenging work and taking up opportunities for personal growth and career advancement. Workers who are fulfilled in their jobs
are more likely to be engaged, committed and healthy. Fulfilling work contributes to confidence and self-belief.
Providing fulfilling work can also benefit employers. Work that is fulfilling allows workers to produce high quality goods and services and is more likely to unleash creativity that supports improvements. Indicators of fulfilling work are associated with higher productivity and innovation in more successful comparator EU countries.
Fulfilling work that gets the best out of people helps to more fully realise the investment society makes in education, learning and training. Ensuring that people have access to work that is as fulfilling as it is capable of being is an important aspiration of the Fair Work Agenda. Fulfilment at work will mean different things to different people, but all types of work at all levels can be more fulfilling where the tasks, work environment and employment conditions are aligned to the skills, talents and aspirations of the people who carry it out.
Fulfilment as a dimension of fair work can be supported in a variety of ways: through forms of job design and work organisation that focus on effective skills use, autonomy, opportunities to problem solve and to make a difference, investment in learning and personal development and career advancement.
What people told us
It was widely accepted that fulfilment is a key factor in both individual and organisational wellbeing. This included the opportunity to use one's skills, to be able to influence work and have some control and to have access to training and development. Concerns were raised over excessive workloads and targets, lack of access to training and development and the difficulties in
matching changing capabilities over the life course to the demands of work. We heard extensive evidence of the positive impact made by union-led learning activity, and the Scottish Union Learning Development and Learning Funds, in creating opportunities for workforce and organisational development.
How to improve fulfilment at work
- Build fulfilment at work explicitly into job design.
- Create an authorising culture where people can make appropriate decisions and make a difference.
- Invest in training, learning and skills development for current and future jobs. Where available, utilise the skills and expertise of union learning representatives and the resources
available through Scottish Union Learning.
- Expectations of performance must be realistic and achievable without negative impact on wellbeing.
- Clear and transparent criteria and opportunities for career progression, as well as opportunities for personal development, should be a feature of all work.
WORKERS WHO ARE FULFILLED IN THEIR JOBS ARE MORE LIKELY TO BE ENGAGED, COMMITTED AND HEALTHY.
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