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achieving goals and cannot solve the problems as-
sociated with self-endangerment. It is more effective
to improve confidential communication and to es-
tablish a reliable early warning system.
•
Health indicators must have equal weighting with per-
formance indicators in the company’s statistics. Man-
agers are responsible for instructing their employees
how to improve their self-care skills. Ensuring that all
workers are fit to work is a key element of a sustain-
able human resources policy and should be repre-
sented in the company’s key performance indicators.
•
Ultimately, it is a company’s culture, and not the
individual managers, that decides whether healthy
behaviour “pays off”. Knowing what we know about
the risks of self-endangering behaviour, it is vital for
every company to cultivate a culture of prevention
in which the effects of work actions are reflected on
health and appropriate measures are put in place.
Moderated, mixed-age work groups have shown a lot
of promise, because they not only enable the trans-
fer of knowledge but also the transfer of social and
emotional skills.
In prevention, it is important that management create
processes and conditions which do not lead to contra-
dictory behaviour or hazards in the workforce. Creating
suitable alternative ways of acting is also a possible pre-
vention measure.
New Forms of Work
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