In the UK we’re just entered month three of pandemic lockdown; and until restrictions are lifted and kids return to school we’re gradually adjusting to our ‘temporary new normal’. Two months in we can reflect on opportunities and challenges brought about by changing circumstances. A key thing for many of us has been the recognition that working from home in current conditions means adapting our previous working practices. We’ve learnt what works and what doesn’t. Now’s the time to consider redesigning your job.
In her Alec Rodger Memorial Lecture two years ago Professor Eva Demerouti identified four quadrants of jobs. There are those with low job demands and low resources, which lead to apathy; while those with low demands and high resources result in boredom. Many of us, however, are currently in the third quadrant where we face high demands with low resources; and we’re at risk of burnout. We must move ourselves to quadrant four where high demands are supported by high resources. This is where engagement, satisfaction and wellbeing reside.
Resources are all the things that make us feel more supported and more capable of doing our work. Some – such as external childcare – are currently not open to us; but others are still available. It may have taken us some time to recognise what resources we lack in the new landscape. It could be training on how to navigate technology more efficiently, better feedback from our manager or more support from colleagues. When we focus on making these adjustments for ourselves the small steps add up. A common approach is job crafting.
The concept of job crafting was developed by Professors Amy Wrzesniewski and Jane E Dutton. It focuses on the proactive, bottom up approach employees take to adjust their jobs; and it has three aspects. The first, task crafting, is about changing the scope, number and type of tasks that make up a job. The second, relational crafting, is about making improvements by altering the balance of interactions with stakeholders. And the third, cognitive crafting is about reframing how we see those tasks and relationships. Research suggests the best results occur when people use all three together.
You can use the job crafting framework to identify and access more resources; and to reduce the physical and mental demands of your job. The focus is on working smarter rather than harder. Consider the following questions:
- What are the key tasks I should focus on right now? The ones that will move my job and my employer’s business forward? What are the tasks that take up lots of time with little or no reward? Can I drop these (even if just for now)?
- Where do I become frustrated in my interactions with others? How might I improve these interactions? Are there people who can help me progress my work more effectively: and am I making best use of their skills and knowledge?
- How do I currently think about my job? Am I angry and resentful, simply trying to hold on until things improve when I might quit and find more satisfying work? Or am I seeing this as a learning experience and a stepping stone on the path to a more fulfilling career?
According to professor Demerouti job crafting activities rise during periods of change as people embrace the need to adapt. For those not willing to redesign their jobs there’s a higher risk of burnout. This week, take some time to jot down the small adjustments you can make that will lead to you feeling more in control.
To #rebalance 2020 are you ready to redesign you job?