Job crafting is altering your job to make it more meaningful. The practice has been studied for 20 years amongst employees of all levels and industries and is proven to create more meaning, engagement, and job satisfaction. Research shows that employees who craft their jobs perform better and report greater personal resilience.
“There are many benefits to making thoughtful changes to your role,” says Michael Gullan, CEO of G&G Advocacy, an eLearning consultancy. “Though the term ‘job crafting’ is not new, the practice has become more relevant as many employees look for more meaning from their work.”
Job crafting involves assessing and altering one or more of the following core aspects of work.
- Tasks – Changing the boundaries of your job by taking on more or fewer tasks or changing how they’re performed. For example, a strategist might take on additional execution tasks because she enjoys seeing her strategies come to life.
- Relationships – Changing the nature or intensity of your interactions with colleagues, customers, and suppliers. For instance, an executive may create a mentorship program because she enjoys and believes in uplifting people.
- Perceptions – Changing your thoughts about your job or aspects of it. Example: A business founder may decide that his organisation can take two alternate routes to market, one for profit and the other for altruistic reasons.
“Every job is made up of a set of tasks that can be reconfigured to the employee’s strengths and preferences to make work more interesting and meaningful,” said Gullan. “Many employees unconsciously craft their jobs already, while others believe their jobs are static, don’t have the time to reflect, or fear office politics.”
Once you start crafting the job you want, work will become less of a daily slog, and you’ll feel like an empowered, proactive innovator. “Employees who take control of crafting their jobs to align with their purpose end up adding immense value to their organisation. They are often recognised by their colleagues and taken seriously by their managers.
Organisations have much to gain by enabling job crafting, especially when employees take the initiative. Managers rarely have time to introspect on behalf of their teams, so when they turn the reins over to employees, they empower them to become “job entrepreneurs,” and it’s a win-win for everyone.
“Job crafting ignites a growth mindset and a culture of continuous learning as employees take control of closing their skills gaps and achieving their goals. It allows companies to motivate and retain their most talented employees and transforms poor performers into stars,” said Gullan.