Through great organizational changes, managing multilocational work has become everyday life in Kela. In 2016, 41% of Kela employees worked in a different location than their manager. The challenges of managing multilocational work as well as new operation methods have become familiar within the organization.
We have been investing in inclusive everyday management for a long time. Our cooperation skills and our way of building inclusive culture, both face-to-face and virtually, have improved immensely, says Kela’s Training Expert Tarja Alivuori-Salonen.
Humap has helped Kela for years in building a training package for multilocational and inclusive work. The trainings are designed to tackle the challenges of remote management and multilocational work. In the beginning, the training package was known as The Remote Management Training and it consisted of face-to-face training sessions, but nowadays it’s done entirely via Skype.
According to Alivuori-Salonen, the trainings evolved due to both technological development and changes in the management system, as well as a shared will to build strong Kela-style management as the strategic base for developing all other know-how.
The themes have been discussed a lot, and the trainings rouse constant interest. Throughout the years, the training atmosphere has changed towards sharing stories and searching for collective solution models. This is a reflection of a new, more communal work culture.
According to Alivuori-Salonen and work well-being expert Heli Kähkölä, the results of the trainings can be seen in the evolution of virtual working. Some of the meetings are still held face-to-face, but in general, the meetings are nowadays more efficient and carefully planned.
Due to our organizational change, there were more new, spread-out teams and groups. We had to think about ways of teaming and grouping people working in different places, Kähkölä explains.
Multilocational work training designed for managers and project managers is also a place to discuss current issues concerning decentralized work. Together we have been able to observe how managers can detect factors that interfere with work and productivity early on.
The importance of managing work well-being and work capacity is emphasized in a multilocational work community. It is not necessarily easy to spot possible factors that might reduce work capacity or problems related to work. Thus, regular communication, trust and everyone’s responsibility to tackle issues are important. This is backed up by our early support model. The effectiveness of the trainings is also manifested in the fact that, little by little, these things are becoming everyday know-how for our managers, Kähkölä describes.