The concept of job crafting has gained significant attention in work dynamics. Job crafting refers to employees actively shaping and redesigning their job roles to better align with their skills, interests and values. This proactive approach to work has numerous benefits for both employees and organisations.
However, human resource (HR) departments often find themselves debating whether to allow job crafting and whether it would affect other team members.
How does job crafting work?
Job crafting encourages employees to take ownership of their work and seek ways to make it more meaningful and fulfilling. This involves modifying tasks, relationships or perceptions associated with the job. For instance, employees may seek to expand their role by taking on additional responsibilities or building stronger connections with colleagues to enhance collaboration.
Rajesh Jain, CHRO, Welspun, believes that the aim of job crafting is to empower employees to take ownership of their work and make adjustments that lead to greater meaning, enjoyment and motivation in their roles.
“Job crafting consists of three dimensions — task crafting, relational crafting and cognitive crafting. Job crafting can be initiated by employees with an ‘owner’s mindset’, even in the absence of formal arrangements. Therefore, HR should actively allow and support job crafting within the organisation.”
Benefits of job crafting for employees
Job crafting provides an avenue for increased job satisfaction. By allowing employees to tailor their roles to their strengths and interests, job crafting enables them to find more meaning and fulfilment in their work. When individuals are engaged in tasks that align with their abilities and passions, they are more likely to experience higher levels of job satisfaction and overall engagement in their work.
When employees have the freedom to shape their work, they feel a sense of ownership and autonomy. This empowerment leads to increased motivation as individuals are more invested in the outcomes of their work.
“Job crafting consists of three dimensions — task crafting, relational crafting and cognitive crafting. Job crafting can be initiated by employees with an ‘owner’s mindset’, even in the absence of formal arrangements. Therefore, HR should actively allow and support job crafting within the organisation.”
Rajesh Jain, CHRO, Welspun
Job crafting improves work-life balance. By aligning their work with their personal values and goals, employees can create a better balance between their professional and personal lives. They can focus on tasks and responsibilities that matter to them, which can reduce feelings of work-related stress and enhance overall well-being. Job crafting allows individuals to prioritise their personal needs while still fulfilling their professional obligations, resulting in a more harmonious and fulfilling work-life integration.
“If job crafting enables individuals to leverage their strengths and enhance their productivity in alignment with the team’s objectives, then it is worth encouraging,” feels Praveen Purohit, deputy CHRO, Vedanta Resources. According to him, it is important to emphasise the key outcome the team aims to achieve. “HR can support job crafting when it allows team members to identify their strengths and allocate tasks accordingly, creating a win-win situation for both the individual and the team,” he enunciates.
Purohit goes on to caution that it is crucial to maintain balance and ensure that job crafting does not hinder the team’s overall progress. “The team should always prioritise the common goal and work towards it collectively. If job crafting aligns with the team’s aspirations and does not compromise the overall outcome, it can be considered a bonus. If it enhances productivity, leverages individual strengths, and supports the shared vision of the team, then HR should encourage job crafting,” advises Purohit.
Benefits of job crafting for organisations
Job crafting brings several advantages to organisations.
Retention: It contributes to greater employee retention. When employees have the freedom to shape their jobs according to their skills and interests, they feel a sense of ownership and fulfilment. This increased autonomy and job satisfaction makes them more likely to remain with the organisation for the long term. By reducing turnover, organisations can save on recruitment and training costs while maintaining a stable and experienced workforce.
“Alignment of individual goals with departmental and organisational objectives is also crucial. Regular discussions and goal-setting processes can help reinforce this alignment and support the success of job-creation initiatives.”
Anil Gaur, CHRO, Akums Pharmaceuticals
Innovation & creativity: Job crafting fosters increased innovation and creativity within the organisation. When individuals are encouraged to explore new ideas and approaches in their customised roles, it creates a culture of innovation. Employees become more proactive in seeking novel solutions and experimenting with different methods.
Knowledge sharing: While job crafting primarily focuses on individual roles, it is crucial to consider its impact on other team members within the organisation. Open communication and transparency are key to managing this process effectively. Job crafting can facilitate knowledge sharing among team members. As employees shape their roles to align with their strengths and interests, they may uncover unique skills or expertise that can be shared with others.
Job crafting, while beneficial for individual employees, can have negative repercussions on other team members within an organisation. It can lead to workload imbalance, role ambiguity, reduced coordination and neglect of core responsibilities.
To mitigate these challenges, HR and team leaders must actively monitor and redistribute tasks, provide role clarity, foster collaboration and ensure a balance between customised tasks and core responsibilities. By addressing these potential negative impacts, organisations can leverage the benefits of job crafting while maintaining a harmonious and productive team environment.
However, Jain says it is important for the HR and managers to review the re-crafted jobs to mitigate potential pitfalls.
If job crafting enables individuals to leverage their strengths and enhance their productivity in alignment with the team’s objectives, then it is worth encouraging.”
Praveen Purohit, deputy CHRO, Vedanta Resources
“It is crucial to strike a balance and avoid overdoing job crafting. This process is typically suitable for a select few employees who possess an ‘owner’s mindset’ rather than a ‘worker’s mindset’. By recognising and facilitating job crafting, HR can create a more engaged and empowered workforce while being mindful of the potential challenges that may arise,” says Jain.
Anil Gaur, CHRO, Akums Pharmaceuticals, perceives job crafting as a valuable tool that organisations can utilise to shape various roles.
Gaur points out certain considerations to keep in mind. For instance, job redistribution may occur as a result of job crafting. He emphasises that clarity is essential to prevent any compromise in understanding individual responsibilities and contributions. “Alignment of individual goals with departmental and organisational objectives is also crucial. Regular discussions and goal-setting processes can help reinforce this alignment and support the success of job-creation initiatives,” explains Gaur.
Human resource plays a vital role in ensuring that job creation does not burden other team members. By redistributing tasks and responsibilities in a fair and equitable manner, HR can prevent additional workload from falling disproportionately on certain individuals.
