How I’ve made my job more me with job crafting

If you asked me what job crafting was 18 months ago, I wouldn’t have been able to answer (think tumbleweed). Now, I believe it is a life skill that I will use for the rest of my career.

When it comes to job crafting, hearing how other people have crafted their job is a great way to learn. At Tailored Thinking we like to use the Learn, Live, Lead approach. First you learn about something (job crafting), then you live it (started job crafting my own career) and then you lead it (now helping deliver job crafting workshops/presentations).

I began my journey at Tailored Thinking as an apprentice and having learnt about job crafting I was encouraged to explore it.

In a recent check-in Rob and I sat down and reflected on my progress and career journey and it was only then I realised how much I had actually crafted my job and made it my own.

Sharing my experiences

By sharing examples of my experiences of job crafting, I hope it can inspire you to start making your job more personal to you like I have (you’re much more likely to value something if you have personalised it).

I’ve grouped my changes into 5 different categories which are aligned to the 5 main ways that we find people tend to job craft.

My original role: Content Developer (the title that was advertised).

My role now: Marketing & Engagement Officer (the title I gave myself).

The five ways I’ve crafted my job:

Purpose crafting

What is it? Purpose crafting is reframing how we think about our work. in general including the value and significance it brings to us personally and others.

How did I do it? The area of my role that I least enjoy is looking at analytics and metrics. However, this is something that I can’t get away from. After some thought about the task, I realised that without analysing the numbers I wasn’t able to measure my growth. I now look it as a way of evaluating my performance and to see how the business is growing and developing. Reframing how I think about this task has helped me do it with ease and satisfaction rather than dread.

Task crafting

What is it? Task crafting is tangibly changing aspects of how we undertake our work including designing, adding or removing tasks.

How did I do it? Something that matters to me is human connection. I thrive and work at my best when I’m in a team or around people. Rob and I both noticed this early on in my role so I asked to become more involved in the people/relationship side of the business. I’m now in 80% of the business meetings with new or existing clients. I help in workshops and lots of other things. This gives me energy in my job.

Skill crafting

What is it? Skill crafting is developing, refining and focusing on new skills.

How did I do it? A skill I have wanted to improve since starting in my role is writing. Writing is pivotal in my role, whether that be writing blogs (like this one) or tweets or emails. In order to skill craft I’ve challenged myself to write 10 blogs, to increase my confidence and to get in the habit of writing more. I’ve also sought help from coaches and mentors for additional tips and hints.

Wellbeing crafting

What is it? Wellbeing crafting is boosting our physical and mental health through the work we do.

How did I do it? My role is mostly working from home (my choice). Sometimes, especially during the pandemic, this could get a little lonely and I would lack motivation. I recognised this and found that getting outdoors every lunch time to walk my sausage dog Henry really energised me and enabled me to be more productive. I have now incorporated this into my daily routine and is something we (both) look forward to everyday.

Relationship crafting

What is it? Relationship crafting is shaping how we relate and engage with others, including building and adapting our relationship with co-workers.

How did I do it? One of the ways I have crafted my relationships at Tailored Thinking is becoming actively involved with our clients. For example, being first point of contact, interacting on social media and having zoom calls or meeting for coffee (if I’m lucky). This has created some great new connections for me and I get to be social and meet new people.

Job crafting is a skill that I think everyone should know about and have the opportunity to explore. We all benefit when there is a better fit between us as individuals and the work we do.

If you want to start crafting your job my advice would be:

• Select an area of job crafting to focus on (1 of the 5 I describe above)

• Start small and then build your way up (think about something that you can do that won’t take a lot of energy or time to do)

• Find something that you either love or loathe about your job and see if you can do more or less of this activity. You can even reframe how you think about it (for me I have dialled up my interactions with others and opportunities for getting outside).

Visit the job crafting pages of our website for more hints and tips about job crafting.

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.

3 new Job Crafting articles every people professional should read

We believe that every HR and people professional should know about Job Crafting. In this blog we share 3 articles that we think you should read.

Job Crafting currently remains a fairly niche (and some might say nerdy) topic. However, the evidence behind the associated benefits of job crafting are so compelling in terms of engagement, retention, wellbeing and performance, that we are doing all that we can to raise the profile of the concept.

At its core, job crafting is about positively tweaking and shaping areas of your job to make it a better fit for you as an individual.

So trust us when we say if there is an article about job crafting we have probably read it. It’s great to see more being written about job crafting in academic and more mainstream press.

Here are 3 recent articles we have picked for you (yes, we’re nice like that) which highlight the role that job crafting can have in supporting current and contemporary workplace challenges and opportunities.

1. How to love your job according to science

[Photo: Luis Alvarez/Getty Images]

Website: FastCompany

Author: Dr. Tomas Chamorro-Premuzic

With the pandemic bringing to light the need for more meaning, purpose and enjoyment in our jobs. This article provides you with 5 ways you can make your job better in areas that you can control.

One of the ways is to embrace job crafting.

“Whatever you do, you always have some autonomy and control to do it better”.

2. How Job Crafting can help digital gig-workers build resilience

Artwork by Franziska Barczyk

Website: Harvard Business Review

Author: Sut I Wong

We’re always interested to hear of different industries and sectors are crafting their jobs. We were even more excited when we heard about gig-workers.

This article suggests several strategies to help gig workers and platforms boost resilience through job crafting.

A supportive and collaborative job crafting culture is key to ensuring both a resilient gig workforce in the near term, and a healthy gig economy in the long term.

3. Leadership To Last: 4 Ways To Keep Employees During The Great Resignation

Website: Forbes

Author: Aliza Knox

There is lots of chatter around the term the ‘The great resignation’ and ‘The great imagination’. This article argues that leaders need to enable people to see how they can get what they need from their existing jobs, before moving on.

Of course, one of the ways you can do this is through encouraging job crafting.

One more tip for keeping employees engaged, and working alongside you: make sure their jobs grow with them.

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If you enjoyed this blog and are curious about job crafting we have some cracking stuff over on our website here. Also, if you want to go really deep into job crafting research you can check out Rob’s book Personalization at Work.

Thank you for reading.

What do HR professionals say about job descriptions? (it’s not good)

“It’s not in my job description.”

At our Job Canvas launch, we chatted with HR professionals from around the world and found out what they had to say about job descriptions.

In this blog we will share the Good, the Bad and the Ugly of what people pros liked and loathed about job descriptions.

1) The Good

Firstly, we’re going to start with the positives. We’re a positive psychology and wellbeing consultancy so it would be rude not to.

“Good to create role clarity, especially during change”.

What we have to say: We can agree, having a job description can create clarity about your roles and responsibilities in your job. However, often we find that they are not referred back to.

“Important for recruitment - to avoid discrimination & legally... if you end up in a tribunal”.

What we have to say: [Chloe says] I've just changed jobs, so am paying close attention to my new one! Before that it didn't evolve as my job evolved over time and didn't reflect a lot of what I did every day.

“A blue print for the skills you need to develop in the current role and the next”.

What we have to say: Yes, the job description can be something to refer back to, but surely there is a better way of listing your skills you need to develop? What about the purpose and value of your role?

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2) The BAD

These are some of the frustrations HR professionals shared at our launch:

“Job descriptions can be overly constrictive”

“Too specific and not agile”

What we have to say: We also found this with job descriptions. A barrier that job descriptions present are that they restrict and constrain people, not enabling them to perform at their best. “

“Not actually describing what I do on an everyday basis”

“Don't accurately reflect the work that people do”

“Limiting and hold people back from promotion”

What we have to say: The reality of job descriptions are that they don’t actually capture the true description of what we do at work. Often, job descriptions are actually just works of fiction.

“It’s a snapshot in time”

“Describes one point in time and doesn't usually evolve”

What we have to say: Our jobs and roles are changing all of the time to adapt to the world around us. Yet, our job descriptions remain the same. Therefore, they are out of date pretty much as soon as they’re written.

“Only used for recruitment”

“They've become a tick box - people rarely use them for anything other than recruitment and they could be better”

What we have to say: Other than onboarding and recruitment, can you think of another time you’ve used your job description? Most of the time job descriptions are used as a recruitment /pay evaluation tool only.

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3) The Ugly

“No mention of the meaning and purpose of your role”.

What we have to say: This is one of the biggest (ugliest) failings of job descriptions - the fact that they don’t capture or define the meaning and purpose of a job.

Over the last few years we have become more aligned and aware of our meaning and purpose at work. Yet, job descriptions are designed in a way that do not foster this. Not highlighting the impact of our jobs or an employees connection to the wider purpose of a job may lead to a disconnect and lack of engagement.

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What do you think?

What do you think? Are you a job description lover or loather?

Be sure to let us know. We’d love to hear from you.

Also, you can check out the Job Canvas here.

10 FAQs about the Job Canvas

You asked and we delivered!

There have been tons of questions surrounding the Job Canvas. Particularly at our Job Canvas launch, where people were very curious.

So we thought we would answer the top 10 questions we have received about the Job Canvas in this blog.

The Job Canvas is a digital upgrade to the job description. Developed to support modern, flexible working practises. The Job Canvas helps teams work with confidence and clarity and get the best out of themselves, their people and their jobs. You can find out more here.

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1. What is the Job Canvas?

The Job Canvas makes describing and mapping out your role incredibly simple.

With a few clicks, you can capture precisely what your role entails, the value that you add to others, the people you support and the resources you need to work at your best.

Once done, you can simply export the Canvas into a PDF.

The Job Canvas is a great starting point for high quality conversations about your job, your career and your development.

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2. What does the Job Canvas do?

The Job Canvas maps out your role using 9 essential elements, capturing key activities, stakeholders and customers.

On one page it provides a structured and clear way of presenting jobs which is easy to understand, customise, develop and review.

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3. Who is the Job Canvas for?

Anyone can use the Job Canvas. It’s designed to be used by employees to reflect on the way they current do their jobs and to identify what is working well and what could be improved.

The Canvas is a great tool for team leaders to be able to understand and explore how their colleagues view their jobs and have positive performance and development conversations with them.

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4. How long does it take to complete the Job Canvas?

In workshop we typically give people 2 minutes a section to complete. So this means that a draft job canvas can be completed in 18 minutes.

Typically it takes people around 30 minute to full and final job canvas.

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5. Why do organisations currently use the Job Canvas?

Early adopters of the Job Canvas have wanted to use the Job Canvas to enable:

• putting purpose, meaning and value at the heart of how people do their work

• encouraging clearer coaching-focused conversations between leaders and their teams

• enabling a personalised approach to working.

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6. How can the Job Canvas benefit my team or organisation?

There are many (many) ways the Canvas can support your team or wider organisation.

Here are a top 3 for you:

• Exceptional employee experience

  The Job Canvas enables people to reflect upon their roles, identify the areas and ways that they add value, and ways that they can grow, adapt and craft their roles to suit their strengths.
  

• Thriving Teams

  When the Job Canvas is part of regular operations, it will highlight a team’s key processes, resources, and colleagues. By having access to this data, team leaders can effectively succession and contingency plan should key colleagues move on elsewhere or systems fail.

• Organisational insights

  The Job Canvas offers direct and real-time feedback about how people perform their work and the value they provide to the people they serve and support.

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7. Can I see and analyse the data from the different Job Canvases people complete within my organisation?

Data from each individual Job Canvas can be collated and downloaded in various formats (e.g. a CSV file). This can then be viewed, searched and analysed using software such as Google Sheets or Microsoft Excel or integrated with other applications (e.g. Microsoft Power BI) to provide wider people analytics.

This can create insights about the job roles across a team or organisation (e.g. who are the key customers of certain individuals or teams and what resources do they need to be successful).

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8. Can the Job Canvas support Goal / OKR setting, appraisals and performance check-ins?

The Job Canvas is a great tool to use as part of any conversations focussed around how people currently do their jobs and how they might personally develop themselves and their work in the future.

It is therefore a perfect compliment to goal / OKR setting, appraisals and performance check-ins.

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9. Is the Job Canvas free to use?

The standard Job Canvas is free to use by individuals, teams and organisations. We want people to use it, share it and build upon it.

There is an investment cost for organisations who want to customise the Job Canvas (see question below) and use it commercially.

The standard Job Canvas is released under an Attribution-Non-Commercial-ShareAlike license. Users are free to use, copy and build upon the existing Job Canvas, but must give full identification and credit to Tailored Thinking.

The Job Canvas cannot be use for commercial purposes without consent from Tailored Thinking (just get in touch with us if you want to do this at [email protected]).

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10. I want to produce a customised Canvas for my organisation - what is the investment cost and price?

A customised (e.g. reflect their brand colours), be able to view the Canvases that have been created within their organisation, and be able to analyse and download the content of the Job Canvas.

To discuss the costs of producing a customised Job Canvas then please contact us directly at [email protected]

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Want to know more?

We hope that has helped clarify some of your first questions about the Job Canvas. If not, please do not hesitate to ask! You can message us on social media or email us at [email protected].

Remember, there is no such thing as a stupid question.

The 9 elements of the Job Canvas

The world of work is changing and we want to get people to look at their jobs in three dimensions (3D).

The Job Canvas helps teams work with confidence and clarity and get the best out of themselves, their people and their jobs.

The Job Canvas has 9 distinct elements. We will explore each in turn below and the questions we encourage you to ask yourself when you are completing the Job Canvas.

1. Core Value

What core value, task or service do you deliver to others (internally or externally)?

What problems do you solve?

What benefits do you provide?

Why does your job exist ?

What are you doing that someone else is not doing?

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2. Key Activities

What are the critical activities of your job?

Which activities are key to creating and delivering value to others?

What activities and services do others require from you?

What things do you spend your time doing?

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3. Key Resources

What are the tools, documents and systems which are critical to the successful delivery of your role?

What resources and tools (systems, equipment, documents) do you need to exist in order for you to do your role?

What could you not survive without?

During the pandemic if you worked from home, what tools, systems and resources did you need access to?

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4. Key Partners

Which people and teams do you rely on to do your job?

Which individuals do you rely on?

Which teams support you to do your job?

Who are the key suppliers of services (internally and externally) which you need?

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5.Key Customers

Who are the people who benefit from your work?

Who are your key customers, clients and stakeholders?

Who do you create and provide value to?

Who depends on your work in order to get their own work done?

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6. Customer Relationships, Service & Delivery

How do you engage and deliver your services to others?

What kinds of relationships do people want?

What service level agreements or standards do you have in place (if any)?

What hours do you need to work?

Where do you need to deliver your work?

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7.Engagement & Communication

What ways do you connect with people (internally and externally)?

How do you communicate with others - email, Slack, meetings, writing reports etc?

What technology do you use?

What informal ways do you connect with colleagues?

What flexibility do you have in terms of delivery?

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8. Strengths, skills & competencies

What skills, strength and knowledge do you use in your job?

What knowledge and skills do you need to do your job?

What personal strengths are needed?

What qualifications are required?

What core competencies are needed?

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9. Key Deliverables

How do you identify and capture the value you provide to others?

What are your core deliverables?

What objectives do you have for the year in terms of delivery and output?

What objectives do you have as a team or organisation?

What Service Level Agreements and standards do you have to deliver?

And that’s a wrap! The 9 key elements to map out your job.

Providing you with a structured and clear way of presenting jobs which is easy to understand, customise, develop and review.

Click here for more information on the Job Canvas.

Please reach out to us if you have any further questions. We’d love to hear from you!

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.