Job Crafting: Making Work More Meaningful and Enjoyable
Experience with Job Crafting
I consider myself one of the lucky people who had a really great boss for a significant part of my career. Some of our most exciting conversations focused on what my work could look like in the future. We’d talk about where we wanted our department to go, and I’d share where I could grow, what I found most interesting, and how I could contribute best. At one point, I even wrote my own job description for a promotion.
Josh Bersin recently cited research showing that only 1 in 10 employees are involved in organizational design. So, again—I was lucky. I didn’t get to handpick only my favorite tasks, but I did get to shape my work in a way that made it more meaningful and enjoyable. That’s the essence of job crafting.
What is Job Crafting?
Job crafting is the process where employees work with their leaders and teams to make small adjustments to their roles that lead to greater meaning and enjoyment. This doesn’t mean rewriting job descriptions annually (don’t worry, HR). Even the most standardized jobs can benefit from a few thoughtful tweaks.
Marcus Buckingham’s research on loving your work cites a Mayo Clinic report showing that doctors and nurses experience elevated stress when less than 20% of their work involves something they truly enjoy. In other words, not every task needs to spark joy—but a few key tasks should.
Rob Baker of Tailored Thinking outlines five dimensions to explore when job crafting:
Tasks: Should certain tasks be added, removed, or reshaped?
Relationships: Can work-related relationships be built or strengthened in new ways?
Purpose: Can we reframe the impact of our work to highlight its significance?
Skills: Are there new skills to develop that would enhance the role?
Wellbeing: Can physical or mental wellbeing be improved through changes?
What Job Crafting Looks Like
Meaningful job crafting doesn’t require sweeping changes. It takes a few conversations, a little reflection, and some follow-up. Here’s a simple way to structure it:
1. Define What Matters Most.
Leaders can help spark reflection by asking:
What parts of your job do you most enjoy?
When are you at your best?
What work feels most meaningful to you?
What are your current strengths?
What are we all working toward as a team?
Team members can track:
When they’re most energized at work
When they’ve used their strengths
When they’ve made a meaningful contribution
2. Craft and Experiment
Once there’s clarity, team members can propose small tweaks:
A tax professional who loves teaching clients hosts Q&A sessions.
A technician passionate about safety leads a daily safety huddle.
A recruiter interested in new tech experiments with sourcing tools.
Start with small shifts, even just 10 minutes a day.
3. Review and Continue
Revisit the changes quarterly:
What worked well? What didn’t?
What have you learned?
Who can support you? What’s next?
This approach doesn’t require rewriting job descriptions. But it does require a mindset of curiosity, flexibility, and genuine care. It communicates to employees that they matter—and that your organization is human-centered, future-ready, and committed to continuous growth.
