Here is an excerpt from an article written by Benjamin Laker and  Stefania Mariano for the MIT Sloan Management Review. To read the complete article, check out others,  sign up for email alerts, and obtain subscription information, please click here.

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When employees “job craft” their roles, workplaces see increased engagement and better team dynamics.

In today’s corporate landscape, the pursuit of heightened employee engagement and job satisfaction is imperative. Traditional job structures, often rigid and narrowly scoped, can lead to diminished motivation, lower productivity, and elevated turnover rates. The key challenge for contemporary organizations is to rekindle passion and creativity within their workforces. This has led to the emergence of innovative approaches aimed at transforming workplaces into environments that are dynamic, rewarding, and adaptable. These strategies are centered around empowering employees by allowing them to leverage their unique abilities and interests. This empowerment nurtures a sense of ownership and enthusiasm in their roles.\

Job crafting is a proactive approach where employees reshape their roles to infuse more meaning and engagement into their work. This idea goes beyond conventional job design, offering individuals the opportunity to tailor their roles, tasks, and interactions to align with their personal strengths, passions, and values. In contrast with the traditional top-down approach to job design, job crafting is an employee-driven, continuous process. It can be divided into three primary components:

1. Task crafting. Task crafting involves employees changing the nature or number of the tasks they perform. This might involve taking on additional responsibilities, altering the way they perform current tasks, or dropping tasks that seem less relevant to their strengths or interests. For example, a software developer might have a strong interest in user experience design. To align their role with this interest, they could start participating in the design team’s meetings and contribute to the user interface aspect of projects while still maintaining their primary coding responsibilities.

2. Relational crafting. Relational crafting is about altering the nature and extent of interactions with others at work. Employees might seek more collaboration with certain colleagues or aim to develop new relationships that could enhance their job satisfaction and effectiveness. An example of this would be a customer service representative who sees value in understanding the product development process. They could start interacting more with the product development team, gaining insights that could help them provide better customer feedback and improve their overall effectiveness.

3. Cognitive crafting. Cognitive crafting occurs when employees change their perception of the job by focusing on aspects that best align with their values and passions. This reframing can significantly alter how they experience their job and their level of engagement. For instance, an accountant in a nonprofit might choose to view their role not just as a finance manager but as a crucial contributor to the organization’s mission of social impact. This perspective can enhance their sense of purpose and fulfillment in their job.

Why Implement Job Crafting?

The reasons for managers to implement job crafting are multifaceted and impactful. First, job crafting directly affects employee engagement and well-being. For instance, an IT professional might shift their focus toward more creative tasks like user interface design if it aligns with their interests, leading to higher job satisfaction. Similarly, a salesperson passionate about education might dedicate a portion of their time to training new hires. Giving employees the autonomy to reshape their roles leads to reduced stress and burnout. Engaged employees who enjoy a better work-life balance show greater productivity, enthusiasm, and commitment. They are more innovative, often suggesting system improvements or new product ideas, and are more likely to stay with the organization, reducing turnover rates. For example, Google’s famous “20% time” policy, where employees could dedicate a portion of their workweek to projects outside their primary job descriptions, led to significant innovations.

Second, the relational aspect of job crafting allows employees to build stronger, more effective working relationships. A project manager, for example, might choose to interact more frequently with the marketing team to better understand customer needs, thereby enhancing collaboration. This could lead to more cohesive team dynamics and a supportive work environment. Additionally, job crafting contributes to a positive organizational culture. It creates an environment of autonomy, encouraging employees to take initiative and innovate. This positive culture not only attracts high-quality talent but also enhances the organization’s reputation as a desirable place to work. Companies like Zappos empower employees to reshape their roles, leading to high levels of employee satisfaction and an enviable company culture.

Finally, job crafting makes organizations more adaptable to change. In dynamic sectors like technology, where rapid change is the norm, employees who are accustomed to reshaping their roles can quickly adjust to new technologies and market demands. Moreover, it allows for a better alignment between personal goals and organizational objectives. For example, a customer service representative with a knack for social media might take on roles involving social media engagement, aligning their personal interests with the company’s goal of enhancing its digital presence. This ensures that employees’ efforts contribute more effectively to the organization’s success, fostering a more efficient and goal-oriented workforce. This approach is evident in companies like Adobe, where individual creativity and initiative are aligned with broader organizational goals, leading to both personal and corporate growth.

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Benjamin Laker (@drbenlaker) is a professor of leadership at the University of Reading’s Henley Business School and a coauthor of Job Crafting (MIT Press, 2024). Stefania Mariano is an associate professor of management at the American University of Sharjah in the United Arab Emirates.