Job satisfaction has improved compared with the previous year. Employees, including those over the age of 60, were more satisfied than average with their jobs. We bolstered the competencies of employees by organising plenty of training and coaching.
Job satisfaction rises
VmBaro, the central government personnel survey, examines eight aspects of working life. In the 2017 survey, the job satisfaction rating rose from 3.58 to 3.62. This might seem like a small increase, but in an organisation as large as the Tax Administration it is close to a significant and promising indication that working life is improving.
VmBaro examines eight aspects of working life. During the year, the key strides were taken in management and leadership, the operational culture of the working community, and interaction and communication. The most moderate trends were seen in job content, competence and employer image. The respondents’ experiences of pay remained unchanged, while a slight decline was seen in their views of the work and operating environment.
Age is no obstacle to staying on top of your work
The population is ageing in Finland and across the EU. This trend is evident in the share of the workforce accounted for by those over 55. Around 40 per cent of the employees of the Tax Administration are over 55 years old. For the organisation, this means that about 2,000 employees will retire over the next ten years.
Job satisfaction surveys indicate that Tax Administration employees who are over 60 are more satisfied than average. The 55+ pilot – implemented in 2016 – is one indication that the management of the Tax Administration is also committed to the occupational wellbeing of employees across the age spectrum. The piloted activities aim to support the occupational wellbeing and job control of employees who are 55 or older.
The Tax Administration has organised coaching for those retiring within two years, such as a programme to help them live life to the fullest after retirement, which began in the late autumn. Groups discussed issues such as their resources, changes in their work, networking and psychological capital.
The feedback on the pilot was excellent.
As our operations developed, we took care of our personnel’s competence and enhanced it in many ways. We had 9.2 training days per employee on average. We developed new models and operating methods for on-the-job and peer learning, using means such as pilot trials.
The Valmis program to modernise the tax system carried out more than 400 internal training events. The trainers were 130 tax experts, who were coached for this task. On-location training was supplemented with online courses, videos and joint exercises.
A decrease in routine tasks is changing the nature of our work. The role of experts in supporting taxation work and facilitating learning is also evolving alongside this change. In our learning programme for almost 450 experts, we bolstered a coaching approach to expert work.