3 improvements for the world of work by 2030 as a GEN Z

The workplace has changed drastically over the past few years due to the issues brought about by the COVID-19 pandemic. Subsequently, the flexibility of the workplace has evolved at a rapid pace. As we adjust to the new normal, people are becoming more selective about their careers and how they can better suit their needs.

As someone who will be entering the world of work within the next 5 years, I believe there is a lot room for development. Below are my top 3 improvements I hope to see by 2030.

1. Looking at skills and strengths rather than careers set in stone

Strengths and skills.

Instead of focusing on what job you want when you’re older, I believe considering your strengths, skills and values first. I’m currently in year 10 and being asked A LOT about my future career and how higher education can get me there. However, I’m unsure. The constant focus on picking a specific career path or job makes it difficult for people like me who haven’t got any set career plans yet.

My suggestion is to focus on the individuals strengths, skills and values. This can give people a foundation to build on and the opportunity to craft their careers. Rather than focusing on selecting a career first and limiting our options and potential.

---

2. D&I: Celebrating people’s differences at work

Diversity and Inclusion.

Neurodiversity is in the spotlight now more than ever before. Many people are plucking up the courage to speak out about their struggles. However, what are workplaces doing to support this? With many more people becoming diagnosed with ADHD and autism, it’s time for employers to consider how they can enable everyone to flourish.

“Organizations that make an extra effort to recruit, retain, and nurture neurodivergent workers can gain a competitive edge from increased diversity in skills, ways of thinking, and approaches to problem-solving”.

My suggestion for this is once again flexibility. Flexibility in the when, where and how we work, like schedules and timing. Accepting everyone to be themselves and not having to mask or alter their behaviour at work to feel secure in their jobs.

---

3. Making the world of work greener

A greener world of work.

Making the workplace more environmentally friendly is becoming increasingly important as global warming is becoming a significant issue. A recent study uncovered that 73% of Gen Z respondents feel it’s up to businesses to make a better, greener world.

In order to attract and retain Gen Z, it’s essential that businesses consider the environment. I think employees are more likely to feel valued and proud to work for an organisation that is being actively kinder to our planet. They’re also more likely to be engaged, motivated and happy in their jobs.

My suggestion is for companies to be tracking their carbon footprint, recycling and other activities which show the business is actively tackling this issue.

---

Although there have been great improvements to the world of work over the last few years, we still have a long way to go. I aspire for a brighter, more inclusive and greener environment at work. Enabling people to feel confident and secure entering the world of work.

Darcy Snell is the incredible author of this blog! Just 14 years old, Darcy is completing her work experience with Tailored Thinking and has done a FAB job. Darcy is very creative and enjoys going to the theatre or the cinema. She hopes to study something involved with human behaviour, like criminology or psychology.

4 Pitfalls to Hybrid Working Success That Employers Should Be Aware Of

In this blog, Carly Richards, Business Psychologist and Tailored Thinking employee, uncovers the difficulties surrounding hybrid working and why employers should be aware of the implications it may have.

Flexible working has always been an option for employees but people working from home were in the minority. The pandemic has undoubtedly flipped this on its head and hybrid working has become the norm for the future of work in many industries and it’s vital we get it right for organisations and their employees.

Whilst on the surface it seems like a no brainer, (because less people in the office means a smaller, cheaper office and employees have the flexibility to enjoy the best of both worlds), there are challenges associated with hybrid working. These challenges are indeed exacerbated now that hybrid is en mass.

Luckily, there is a mountain of new research emerging on hybrid - including my own! In particular, work psychologists are highlighting the importance of abstract and intangible concepts such as resilience, trust, human connection, motivation, engagement, and company culture, as well as tangible things such as appropriate physical working environments, risk assessments, and effective hybrid competencies. 

So what do we already know about hybrid?

Hybrid blurs the boundaries between work and home…

As our homes evolved from a sanctuary to accommodate workspaces, schools, gyms, and hospitals, during the pandemic, the boundaries between work and home were increasingly blurred. Hybrid is similar - our work life seeps into home life as we answer emails whilst playing with our kids or doing dishes in between meetings. This conflict between work and home means we are less likely to successfully switch from work to home and vice versa and, subsequently, fully engage and disengage in either, which impacts wellbeing and performance. Bringing work into our home means we naturally experience less psychological detachment from work because we don’t have appropriate boundaries, such as the commute or an external space to be in work mode. This lack of psychological detachment increases stress and burnout, so it’s important for our wellbeing that organisations support their employees to create appropriate physical and conceptual boundaries.

We started at a deficit and are still recovering from it…

The recent extra demands and fewer coping resources resulted in a huge increase in stress, burnout and mental and physical health issues for many people. As we emerged from the pandemic difficulties and continue in this period of recovery, we begin this new era of ‘hybrid norm’ at a wellbeing deficit and smart, conscientious organisations recognise this recovery by allowing themselves the time and space to recharge. They’ve adapted their goals, changed their focus and prioritised wellbeing. Despite this, performance levels remain the same, yet we are seeing performance dips and costly sickness issues in companies who don’t acknowledge the need for recovery. As we rise to the challenge of our hybrid future employers should be aware of this deficit, acknowledge the recovery and prioritise wellbeing with appropriate support.

Hybrid could be more challenging than consistently working from home…

As we said earlier, whilst it appears that we have the benefit of both worlds, constantly switching between the office and home can actually add to our stress if it’s not managed and we aren’t supported enough. Challenges and conflict relating to hot desking and a lack of ownership or belonging can creep into the office which can impact the psychological contract between employee and their employer, creating feelings of resentment towards the organisation and colleagues. Constantly moving between places can affect productivity and poke holes in company culture as well as damaging the psychological wellbeing of employees when hybrid is not prepared for and managed well.

Not all hybrid experiences are equal…

The research highlights the importance of a flexible hybrid framework to minimise the very real risk of disparate and unequal employee experiences. By nature, it comes with a lack of uniformity as one person’s set up and situation can be entirely different from another’s, therefore companies can’t ensure equity of experience.

This lack of equality also affects participation and opportunity. For example, the onboarding experience of a new employee will be different to that of those who started working for the company prior to the ‘hybrid norm’. This could affect working relationships with fellow employees but also with the company itself, influencing engagement and company culture.

If some employees enter the office more than others it may cause an uneven playing field in terms of promotion, recognition, and the balance of work distribution, with those who aren’t seen as regularly as others being overlooked, causing proximity bias, issues with presenteeism, a lack of trust, and feeling undervalued.

Tailored and personalised hybrid strategies are key. When considering your own hybrid working model or strategy, either for yourself or for your organisation, you must personalise it and remain flexible. Whilst off-the-shelf strategies can provide a useful outline, it must be appropriately adapted to suit your needs. However, a successful hybrid future is bigger than just a strategy, the culture and values surrounding it must remain flexible, with human beings at the heart of it all, and displaying purposeful behaviours that consistently reflect the good intentions of your company values.

There is hope…

About Carly Richards. Carly is currently studying for her PHD around hybrid working and parenting, whilst working for Tailored Thinking one day a week. Carly is a Business Psychologist and specialises in people performance, wellbeing, hybrid working/working environment, and organisational change.

Fun fact: Carly is an extreme DIY enthusiast and never miss an episode of Neighbours.

Connect with Carly on LinkedIn.

How to create a sticky workplace

It shouldn’t take a global health crisis for us to realise what really matters to us in life, but one side effect of the COVID-19 pandemic is that many people have reassessed their priorities. Health scares, bereavement and grief, working harder than ever before or being furloughed for months on end, sitting in isolation staring at the same four walls…all of these pressures have contributed to what the media has coined ‘The Great Resignation’.

It may be overhyped – a degree of churn was always likely after the artificially low turnover rates of 2020 – but many HR leaders agree more people are on the move, top talent can take their pick of offers, and it is becoming harder to fill vacancies. 

According to research by Randstad UK, conducted at the end of 2021, 69% of UK employees said they felt confident to move jobs in the next couple of months, while a quarter said they planned to move in the next three to six months (compared to 11% in an average year). Given the ambitious growth and recovery plans of many organisations, it’s enough to make any manager's heart sink.

So how can people professionals tackle this challenge? How can they retain and attract the people they need to deliver? The answer lies in creating a sticky workplace. That doesn’t mean neglecting to clean the floors for a few weeks. Rather it’s about creating an environment that people don’t want to leave; one that attracts new talent like a magnet.

Such an environment is one that offers a sense of autonomy, a degree of flexibility around how (and if possible) when and where work gets done, a strengths-based approach to performance and plenty of opportunities for personal and professional growth. 

Encouraging and enabling job crafting is one compelling way of providing all of the above. It allows people to shape their job around their strengths and passions, making it a better fit for them as individuals. Research shows job crafting has a positive effect on motivation, job satisfaction, wellbeing, perceptions of meaning and purpose at work and – subsequently – performance.

Here are five ways taking a more personalised approach to work can help you attract and retain great people:

Finding purpose & meaning 

With the pandemic forcing a re-evaluation of what matters, purpose is more important than ever. Research from Hays recently found 62% of people would take a pay cut for a job with more purpose. Allowing people to craft their role around what matters to them can help boost an individual’s overall sense of meaning and purpose around their contribution within an organisation.

Centering wellbeing 

Studies have found a positive correlation between job crafting and wellbeing. With work a driver of stress for many – the CIPD states one in four workers cite work as having a negative impact on their mental health – wellbeing has become a source of competitive advantage. While thinking about physical and mental health is critical, taking a holistic approach to wellbeing means understanding that job design can help people thrive in the fullest sense. 

Playing to strengths 

We all have unique strengths, things we are naturally great at and qualities we feel energised by using. Gallup has found people who are given the opportunity to use their strengths at work are more engaged, more productive, less likely to quit and report having a higher quality of life. Encouraging people to play to their strengths creates a positive working culture that retains talent, as well as boosting organisational performance. 

Powering progression

There exists no shortage of surveys showing that a lack of development opportunities is a top cited reason for people quitting. According to Right Management, 60% of employees would be more loyal if their developmental needs were being fulfilled by their employer. Job crafting stimulates growth and development on both a personal and professional level and has been positively linked with skills and knowledge development and career progression. 

Prioritising relationships 

Organisations are made up of diverse individuals and positive relationships can drive businesses. Collaboration is often a core value and desired behaviour, but the enforced isolation of the last two years has left some leaders worried about weakened connections. Relationship crafting is one dimension of job crafting and encouraging people to invest in their work relationships can help strengthen a sense of connection to the organisation, creating emotional ties and boosting retention.

We live in the era of increasing personalisation. People expect a consumer grade experience in every area of their lives. Work is no different. Embracing some of the principles of job crafting can help create the kind of positive working environments and experience that so many are now searching for.

Join us at our free webinar on the 17th May which will help you create a sticky workplace using the Job Canvas.

Are you still thinking like Henry Ford?

“Any customer can have a car painted in any colour that he wants as long as it is black?”

Do you know who said this? 

Many of us may recognise this as a quote which attributed to Henry Ford, the founder of the Ford Motor company. 

Ford made this comment in relation to the Model T car in 1909. Despite lobbying from his sales and design team, Ford was adamant that his company should save costs and leverage efficiencies by only offering one type of chassis and one colour of car. And that colour was black. 

In his autobiography, Ford stated that his rational was that 95 per cent of potential car purchasers were not interested in the colour of their car and that they should be focusing on these consumers rather than the 5 per cent – labelled by Ford as the ‘special customers’ – who were potentially interested in a more distinctive look. 

There is no denying that Henry Ford’s approach was successful; when the final Model T ran off the production line on 25 May 1927, over 15 million cars had been produced. Whilst it is difficult to challenge the success of Henry Ford’s original thinking, it’s certainly fair to say that the one-size-fits-all approach is not shared by modern car manufacturers and does not remain at Ford today.

In the past, car manufacturers and designers approached heterogeneity and diversity amongst their customers as a problem or business challenge to overcome. 

Over time this mindset has shifted and manufacturers are increasingly recognising that responding to and tapping into individual preferences is a source of competitive advantage.

People who want a wider range of purchasing and personalization options are no longer thought of as demanding. To encourage and enable people to choose the options for their cars, showrooms can now be thought of almost as personalization centres set up to create a customized car-buying and driving experience. 

As well as being able to see and drive test and show cars, some showrooms now offer people the opportunity to use immersive technology to configure their cars. Having put on a virtual reality (VR) headset, customers of Volkswagen, Audi, Tesla and Toyota are now able to see, feel and hear what their final car will look like.7 Using augmented reality (AR) it’s now possible for customers to use their smartphone or tablet to project what their car will look like sitting on the driveway of their house.Why work should come in any colour

Why work should come in any colour

Unfortunately many organisations, leaders and managers view work, people, jobs and employee with the same eyes and dogma as Henry Ford. 

They see difference and diversity as a threat to productivity and effectiveness. They tend to box people in rather than setting them free. 

HR is often complicit in this too. We design detailed job descriptions which tend to tether people into fixed ways of working rather than trusting them to shape their roles (we’ve created an alternative to job descriptions). And we often subject requests to change or alter aspects of a job to formal scrutiny to determine whether or not they are ‘reasonable.’

In reality research overwhelmingly shows that when people are trusted to shape their work, they do so in a positive and constructive way. And in ways that benefit their colleagues and customers too. 

A diverse range of organisations including Virgin Money, Logitech, Widerøe Airlines and Connect Health have all reported benefits from enabling and encouraging job crafting as a practice and creating a more personalized people experience through applying concepts such as job crafting.

It’s time to bring this personal touch to work. 

Allowing people to personalise their roles, brings reality to the rhetoric that organisations want people to bring their whole and best selves to work. Rather than treating employees’ diverse strengths, passions and experiences as a threat to be controlled, genuinely people-focussed organisations can use this as a source of competitive advantage.

Not only does evidence suggest clear business benefits of creating a more inclusive and human approach to working, it is just fundamentally and morally the right thing to do. Afterall, work should not just be black. It should come in any colour.

If you are curious about exploring these ideas further you might ask yourself:

• Does your organisation genuinely treat diversity and difference amongst people as a threat or an opportunity?

• Are people able to personalise their experiences as work? It this open to all, or to use Ford’s analogy only ‘special employee’ such as those in management

• Do you create job descriptions and role profiles that limit rather than unlock the potential of colleagues?

If you want to explore these questions further get in touch. You might also find the following resources useful. 

The Job Canvas: A digital upgrade to the job description. Developed to support modern, flexible working practices.

Job Crafting: A concept that enables people to personalise their work and align their strengths and skillset to their job.

Are you a career adventurer?

It’s time to think of your career as an adventure.

Often when we think about careers we think about a climbing a ladder.

Yet the reality for many of us is that a safe and sturdy ladder doesn’t exist. Consequently, the next step on our career path is often uncertain or unclear.

At Tailored Thinking we find it useful to think of your at a career as an adventure, or set of adventures . An adventure is exciting, bold and sometimes scary. There are opportunities to take risks and to learn and develop.

Rather than having an expectation that your career should be neatly defined, thinking about your career as an adventure encourages you to grow, learn and develop.

The (fabulous) team at Amazing If, encourages to consider our careers as squiggly. Helen Tupper and Sarah Ellis talk about why people should embrace squiggly careers.

Firstly, they believe that a career is personal to the individual, there is no one size fits all career. Secondly, having a squiggly career enables and encourages people to develop in different directions. Sarah and Helen explain this further in their TEDx talk.

Thinking differently about your career

Here are 2 exercises to get you started to think about different career options, pathways and adventures.

1) An exercise for crafting your career adventure

This exercise involves peering into the future and considering what you might be doing from a career perspective in 5 , 10 or even 25 years’ time.  We recommend sketching out 2 or 3 different career scenarios or adventures you might have. Questions to consider are:

• In 2 – 25 years’ time what would be your dream job be internal and/or external to your current organisation?

• What will you be doing – what would a typical day or week look like? (what will you be doing, who will you be engaging with, what knowledge and skills will be using)

• What skills and experiences will you need to develop further to be able to fulfil this career adventure?

Having a clear image of a future work self can enable and encourage us to create, find and seize opportunities to do things in our current jobs that we might not otherwise have had the courage or conviction to try.

2) Craft your career with job crafting

The secret of many people with fulfilling and engaging jobs isn’t that they have waited to find the perfect job, instead they have created, or crafted that role themselves. You can read about job crafting in more detail here.

One way to take positive control of your job and career is through a concept called “job crafting”. Job crafting enables us to find opportunities for growth and innovation from within the jobs we already have.

Some questions that might get you started with job crafting:

• What skills or knowledge are you most interesting in developing further? Why is this? (skill crafting)

• What are your strongest relationships at work? (relationship crafting)

• What relationships would you like to build further? (relationship crafting)

• What gives you the greatest sense of accomplishment in your work? Why do you think this is? (purpose crafting)

• What changes could be made to your job to improve your health and wellbeing? (wellbeing crafting)

If you approach job crafting with a combination of curiosity and commitment you start to shift your work in a positive direction that will make it more enjoyable and stimulating in the present and ultimately more rewarding in the future.

Careers are things that you build rather than things that you are given. Whether linear, up, down, small, big or simply squiggly we wish you all the best with your career. Happy adventures.

To learn more about job crafting and how it is linked to career growth and progression you can download our free job crafting guide here.

Do we practice Job Crafting subconsciously?

In this guest blog Manahil Syed, Recruitment and HR Officer and MBA student shares her insights and recent findings from her study on job crafting.

This was a fascinating research project sponsored by Tailored Thinking and we were so impressed with it that we convinced Manahil to write a blog on it!

Job crafting sounds self-explanatory, to some extent. Like a sculptor carves a stone, inch by inch, in the same way, we can carve or modify various aspects of our job. But the size of the chisel is limited by our job description defined in HR’s books.

If we closely look at job crafting, we all practice at least some aspects of it. For example, we all have had that one annoying repetitive task at our jobs that we just want to get done with as soon as we can. Our pursuit of streamlining such tasks would fall under the ambit of job crafting.

Job crafting is generally divided into three types of activities, task, relational, and cognitive.

Task Crafting:

We can practice task crafting subconsciously by adjusting our routine tasks to our preferences in order to make them enjoyable. Moreover, a significant portion of task crafting is based on new tasks that you partake in or new approaches for routine tasks.

For example, your task is to arrange quotations from suppliers for required material. You must present all these quotations in a comparable form to the decision-making body, after removing all ifs and buts from quotations. Instead of manually doing all this, you decide to change the process and develop a standardised form which each vendor has to complete as part of their quotation. Needless to say, this is being done with the consultation of your supervisor. 

Relational Crafting:

Once done, you visit a colleague that you are on friendly terms within the IT department and ask him to provide consultation regarding uploading this form on the company’s portal so that you can download it in the desired format. Your colleague/friend does not directly deal with such stuff and he invites you for a cup of tea at the company’s cafeteria so that he can introduce the relevant person to you. All three of you discuss the feasibility, in terms of cost, time, and resources, of doing this exercise. Somehow, you manage to execute your plan and the new portal is up and running. Now you simply have to download the worksheet from the portal and review it for any bugs and present it to the decision-making body.

Cognitive Crafting:

After a successful presentation, you feel relaxed and elevated as you have brought in a structural change to your job description. You imagine positive word-of-mouth about your contribution to the company and how other departments will try to follow the lead of digitization.

This hyper-simplified example was presented to highlight aspects of job crafting. The whole thing starts with your overt motivation to improve your work and save yourself some extra time. A gap was identified, which even left unattended would not have affected your performance, when looked at from the supervisor’s point of view. The mere act of kicking off this project would come under the umbrella of task crafting, whereas approaching your supervisor and other colleagues for executing it comes under relational crafting. When the project is completed, your accomplishment-based gloating stems from your contribution to the company. Anything, that is out of the scope of your pre-defined work might come under job crafting. It is unlikely that anyone would make such a claim, that he/she does not work over and beyond the pre-defined scope.

If this is the case, then why do we need to know about job crafting?

My research at the University of Sheffield, in collaboration with Tailored Thinking, suggests people who knowingly practice job crafting have a greater level of workplace well-being as compared to people who obliviously practice it. This is related to the dynamics of awareness, cognition, and perception. A person using a smartphone of a prestigious and renowned brand is likely to have a better experience as compared to a person who uses a smartphone of an unknown brand. 

At the end of the day, we are all trying to do our best at balancing various aspects of our lives; get comfortable with whatever we have. Job crafting helps us by activating various primitive motivators to get the job done. Its benefits have the potential to go beyond one’s workspace.

Task crafting stimulates your creative problem-solving skills, relational crafting can help you develop relations that become long-term, even when you leave the job. Cognitive crafting helps in picturing yourself as an integral cog in the wider system.

It is better to practice job crafting knowingly as its benefits are much greater than the meagre cost of simply equipping yourself with its rudimentary knowledge.

If you want to find out more you can download our job crafting guide here.

Also, you can connect with Manahil on LinkedIn here.

How to stimulate job crafting - an exercise for individuals and teams.

An exercise to stimulate job crafting.

Numerous people want to improve their work. A challenge for many is knowing where to start. This blog shares a simple exercise starting point. It is focused on encouraging you to identify the elements of your job that you want to change and improve.

We created this small, practical exercise to demonstrate how you can make small changes that can have a big impact.

Stage 1 - Identifying what you want to change.

We encourage people to consider 5 questions around 5 themes to identify opportunities and areas for change, personalisation and improvement (displayed on the image above).

• What do you want to grow / promote?

• What do you want to takeaway / reduce?

• What can you change / improve?

• What do you want to maintain / persist and keep doing?

• What do you want to pause / stop?

Stage 2 - Identifying the how.

Having identified the areas you want to change, the next step in the activity is to identify how you might do this.

To make the change sustainable and manageable we recommend you make one small change at a time. Approach any changes with curiosity and a mindset of experimentation.

The activity can be found here.

Why personalising work matters

Personalising your work around your personal strengths and preferences is called job crafting.

You can job craft by making small changes to your job to adapt and align your role with you as an individual.

Job crafting is a science backed concept. It helps you to thrive in your work, boosting engagement, wellbeing and overall happiness.

The idea is around boosting, growing and promoting the areas of your work that you enjoy and that give you energy.

For example, in Rob’s TED talk (5.45 - 6.48) he shared the example of a marketing director called Joanne. Having done this exercise, she identified that she wanted to grow and find more opportunities to informally connect with her colleagues. She did this (the How) by informally finding opportunities to connect with different members of her team each day.

Taking action

Three things you can do are:

• click this link to access the exercise

• identify what you want to change

• set a specific goal which captures the change you are going to make

Stay in touch

We’d love to hear about your experiences with this exercise so please connect with us and let us know.

If you found this exercise of value then you may also enjoy our ‘Love and Loathe’ exercise.

Job Crafting on Purpose.

A sense of purpose is a defining human need for us all. Yet, despite this universal personal requirement, the ‘why’ of work and the power of purpose is often overlooked when it comes to our jobs.

As lockdown eases and the way we work is transitioning, there has never been a better, or arguably more important, time to focus attention and discussions about the value and purpose of what we do.

How can organisations and HR leaders revive or recalibrate a sense of purpose and amplify engagement and performance along the way?

One evidence-based and practical way to do this is by purpose crafting. Purpose, or cognitive, crafting is a type of job crafting that involves shaping and reframing how we think about the value and purpose of our work.

The 4 key types of purpose crafting.

There are four key types of purpose crafting; broadening, narrowing, finding; and personalising purpose. 

Broadening

We can connect to the wider purpose of our work by looking at the bigger picture in terms of who benefits from the work that we’re doing.

An example of broadening is a customer service operator in a bank reframing their daily tasks from dealing with individual issues, to providing a key service to customers to support their financial welfare.

Narrowing

We can create a sense of purpose by focusing in on and recognising specific elements of our work which we find particularly meaningful and enjoyable.

Rather than broadening their focus, other employees may find value in focusing in on a specific aspect of their work they find particularly meaningful and enjoyable (narrowing purpose) – such as an HR business partner creating opportunities to contribute to wider business strategy.

Finding

We can connect to the purpose of our work by intentionally searching and creating opportunities to understand the impact of the work that we’re doing.

A project manager’s job crafting experiment to check in with projects they had delivered a year ago is an example of someone finding the purpose of their work. These check-ins allow them to not only hear stories about the benefits (and possible failings) of their work, but also give them other insights that will shape how they lead future projects.

Personalising

People can purpose craft by personalising elements of the work they do with the passions and interests that are important to them, which may traditionally only be displayed and showcased outside of work.

People can also ignite a sense of purpose by finding ways to connect their work with values, activities or beliefs that are meaningful and important to them on a personal rather than strictly professional basis. For example, getting involved in, or leading, sustainability or mental health initiatives or starting a weekly running group may allow people to bring outside interests into the organisation.

Bringing purpose crafting to life

Rather than giving or telling people what purpose is, leaders and HR should be concerned with creating opportunities for people to find and shape it for themselves. Here are three ways we’ve seen organisations help people find and join their personal purpose dots:

• Encourage people to connect with, and directly hear from, the benefactors of their work – through focus groups, testimonials, or simple feedback.

• Be explicit about discussing and defining the purpose and value of work – by defining purpose and value in job descriptions and in one-to-one discussions.

• Actively invite people to bring their passions to work – by introducing employee-led skill share workshops or encouraging people to involve.

Other case studies and examples of how organisations have brought job crafting to life can be found here.

We hope that we have inspired you to make a small change to your job that will make your work more tailored to you.

By writing this blog we (Tailored Thinking) are bringing our purpose to life by inspiring and enabling people to make positive changes to their work.

To learn more on the ‘why’ of work and connecting with the meaning and purpose then you can read more here.

Also, you can click here to learn more about job crafting.