Job Carving and Job Crafting: Understanding the Difference and Why It Matters

Supporting people with disabilities and long-term health conditions to access, remain in and thrive at work requires more than identifying barriers and recommending adjustments. It also means considering how work itself can be shaped to better reflect an individual's strengths, needs, abilities and circumstances.

But there is an important distinction between job carving and job crafting. Although both can help create more inclusive and sustainable working arrangements, they differ in who initiates the changes, how those changes happen and the level of control an employee has over their working life.

In a recent VRA webinar, Dr Sarah Dauncey, Research Fellow at the Scottish Centre for Employment Research, Strathclyde Business School, University of Strathclyde, explored these differences and considered the potential of job crafting to support employee health, wellbeing and retention. Drawing on the NIHR-funded WISHES research trial, Sarah introduced a practical framework for understanding how employees can take a more active role in shaping their work.

In this article

• What is job crafting?
• Understanding the difference between job carving and job crafting
• The relationship with reasonable adjustments and flexible working
• Balancing job demands and resources
• Why job crafting matters for employee wellbeing and retention
• The role of managers and workplace culture
• Introducing the WISHES research trial
• What this means for vocational rehabilitation professionals

Key takeaways

• Job carving is generally an employer-led approach to redesigning a role around an individual's strengths and needs.
• Job crafting is employee-driven, enabling individuals to make practical changes to aspects of their work.
• Job crafting can involve changing tasks, working patterns, location, technology, goals and workplace relationships.
• A useful approach is to balance job demands with the resources available to the employee.
• Managers play an important role in creating a workplace culture where employees feel able to make changes and discuss what works for them.
• Job crafting can complement reasonable adjustments and flexible working, but it does not replace an employer's legal responsibilities.
• The WISHES trial is investigating how structured job crafting training could support the health and wellbeing of employees with disabilities and long-term health conditions.

What is job crafting?

Job crafting is the process through which employees make practical, often relatively small, changes to their work so that it better fits their strengths, needs and preferences.

These changes might relate to:

• Tasks: adjusting how particular responsibilities are completed or distributed.
• Timing: changing when certain activities take place or introducing more appropriate breaks.
• Location: making changes to where work is undertaken.
• Goals: adapting priorities or identifying opportunities for development.
• Technology: using assistive technology or different tools to make tasks more manageable.
• Relationships: changing how someone works with colleagues, managers or other people within the organisation.

The defining feature is that job crafting is a bottom-up approach. Rather than changes being designed and imposed by an employer, the employee takes the initiative to identify opportunities to improve their experience of work.

This does not mean that employees have to make changes in isolation. Job crafting can involve conversations and collaboration with line managers and colleagues, particularly where proposed changes affect wider responsibilities, resources or team arrangements.

It is about giving people greater control and encouraging them to recognise that there may be different ways of approaching their work.

Job carving versus job crafting: what is the difference?

Although the terms are sometimes used interchangeably, job carving and job crafting describe different approaches to workplace change.

Job carving generally involves an employer redesigning a role around an employee's strengths, abilities and support needs. This might include modifying responsibilities, redistributing duties or creating a different combination of tasks. It is usually employer-led or developed in consultation with the employer and can result in changes to the formal job description.

Job carving may be considered before someone enters employment or as part of a return-to-work process, including a phased return.

Job crafting, by contrast, is initiated by the employee. It involves ongoing adjustments to how they approach and organise their work, often through relatively small changes that can be made as needs and circumstances evolve.

The distinction is not simply whether a change is large or small. It is also about who has agency in identifying and shaping that change.

Job carvingJob craftingUsually employer-led or employer-supportedEmployee-initiatedRedesigns a role around an individual's strengths and needsAdjusts aspects of how an individual carries out their workMay change core duties or the formal job descriptionOften involves smaller, ongoing changes to working practicesCan be introduced before employment or during a return-to-work processCan take place throughout an individual's employmentUsually involves employer consultationMay be self-initiated or developed with managers and colleagues

Neither approach is inherently better than the other. They serve different purposes and can complement one another.

For example, an employee returning to work following a significant health condition may initially need their employer to redesign aspects of their role through job carving. As they settle back into work, they may then identify further changes they can make themselves through job crafting.

The important consideration is whether the approach gives the individual a meaningful opportunity to contribute to decisions about their working arrangements.

How does job crafting relate to reasonable adjustments and flexible working?

An important part of Sarah's presentation was distinguishing job crafting from other established workplace practices.

Although there is some overlap, job crafting, job carving, reasonable adjustments and flexible working are not interchangeable.

Reasonable adjustments are changes an employer makes to remove or reduce barriers experienced by a disabled employee. In Great Britain, the Equality Act 2010 places a legal duty on employers to make reasonable adjustments where the duty applies.

Flexible working relates to changes to working arrangements, such as hours, working patterns or location. Employees have a statutory right to request flexible working, subject to the relevant legal framework.

Job crafting, however, is an informal and discretionary practice. It is not a legal entitlement in itself and does not have a separate legal framework underpinning it.

One particularly interesting point raised by Sarah was that job crafting does not necessarily require an employee to disclose a health condition or disability.

An employee might, for example, choose to change where they sit in a shared office, introduce more regular breaks or adjust how they organise their tasks without explaining the personal or health-related reasons behind those decisions.

However, an employee may also choose to disclose their circumstances and seek formal recognition of a change as a reasonable adjustment. In this way, job crafting can sometimes provide a starting point for conversations about more formal workplace support.

It is important that job crafting is never used as a substitute for reasonable adjustments or to transfer responsibility for removing workplace barriers from the employer to the employee.

Balancing job demands and resources

Sarah introduced the Job Demands–Resources approach used within the WISHES project as a way of understanding how job crafting can improve an individual's experience of work.

The model considers two key elements:

Job demands are the aspects of work that require sustained physical, cognitive or emotional effort. These might include workload, time pressures, complex tasks, competing priorities, emotional demands or physically demanding activities.

Job resources are the aspects of work that help an individual achieve their objectives, manage demands and maintain their wellbeing. Examples include supportive colleagues, clear feedback, appropriate technology, autonomy, training and access to managerial support.

Problems can arise when job demands consistently outweigh the resources available to an employee. This imbalance can contribute to exhaustion, reduced engagement, poorer wellbeing and difficulties sustaining work.

Job crafting offers three ways to address this balance.

1. Seeking additional resources

Employees can identify what additional support or resources would help them manage their responsibilities more effectively.

Examples include:

• Asking for clearer feedback or expectations.
• Accessing assistive or more appropriate technology.
• Seeking support from colleagues.
• Participating in professional networks.
• Distributing particular tasks across the team.

For someone managing a long-term health condition, this might mean identifying technology that reduces the effort required to complete a task or agreeing a clearer process for prioritising competing responsibilities.

2. Seeking additional challenges

This may initially seem counterintuitive when discussing people who are managing health conditions or experiencing difficulties at work. However, Sarah highlighted that reducing demands is not always the answer.

Some employees may find their work insufficiently stimulating, leaving them feeling bored, disengaged or underutilised.

Seeking additional challenges can help improve motivation, engagement and job satisfaction.

Examples might include:

• Taking the opportunity to lead a team meeting.
• Supporting the induction of a new colleague.
• Attending training or professional conferences.
• Taking on additional responsibilities.
• Seeking opportunities for professional development.

The aim is not to increase pressure unnecessarily, but to ensure that work remains meaningful and appropriately challenging.

3. Optimising job demands

The third approach focuses on making existing work more manageable by changing how tasks are completed or organised.

This might involve:

• Simplifying particular tasks.
• Finding more efficient ways of working.
• Delegating or redistributing activities.
• Reviewing how responsibilities are prioritised.
• Identifying activities that could be completed differently.

For an employee experiencing fatigue, for example, this could involve reorganising tasks to reduce unnecessary effort or agreeing how responsibilities are shared across the team.

The key is to consider the individual's experience of work rather than assuming that reducing their workload is always the most appropriate solution.

Why does job crafting matter for employee wellbeing and retention?

Job crafting has been explored in research for a number of years, with studies identifying potential benefits for both employees and organisations.

Sarah highlighted associations with:

• Reduced experiences of exhaustion and burnout.
• Improved wellbeing.
• Greater work engagement.
• Increased job satisfaction.
• Improved performance.
• Reduced staff turnover.

However, she also made an important distinction about the existing evidence base. Research has not yet fully explored the experience and impact of job crafting specifically among people with existing disabilities and long-term health conditions.

This is one of the gaps that the WISHES trial aims to address.

Job crafting may be particularly relevant to people who are at greater risk of experiencing difficulties at work or falling out of employment, including:

• Disabled and neurodivergent employees.
• People managing long-term health conditions.
• Employees returning to work following a period of absence.
• Parents and carers balancing responsibilities beyond work.
• Older employees adapting their roles as they approach retirement or consider reskilling.

For these groups, the ability to make practical changes to working arrangements could help make employment more manageable and sustainable.

Importantly, this is not simply about helping people remain in work at any cost. It is about supporting working arrangements that allow people to contribute, feel valued and maintain their health and wellbeing.

The role of managers and workplace culture

Although job crafting is employee-driven, Sarah emphasised that managers and organisational culture have a significant influence on whether it can happen successfully.

Historically, job crafting has sometimes been viewed as something employees do independently, without necessarily involving their line manager.

Some changes, such as taking a short break or standing up more regularly, may not require managerial permission.

Other changes, particularly those involving responsibilities, professional development, workload or the distribution of tasks, are likely to require discussion and agreement.

For job crafting to become an effective and sustainable workplace practice, employees need to feel that they can raise ideas, explore alternatives and discuss what would help them work more effectively.

Managers therefore have an important role in:

• Creating an environment where employees feel comfortable discussing their needs.
• Encouraging employees to identify opportunities to improve their working arrangements.
• Understanding the principles of job crafting themselves.
• Supporting conversations about changes to tasks and responsibilities.
• Helping employees identify appropriate resources.
• Role-modelling behaviours that promote wellbeing and sustainable working.

Psychological safety is particularly important. Employees are unlikely to suggest changes if they fear being viewed as less capable, less committed or difficult to manage.

A workplace culture that actively encourages these conversations can help make job crafting a normal part of how people approach their work, rather than something only considered when difficulties arise.

Introducing the WISHES research trial

A significant part of Sarah's presentation focused on the NIHR-funded WISHES project.

WISHES stands for Workplace Intervention for Sustainable Health and Employment Support. It is a UK-wide research trial based at the University of Strathclyde, led by Professor Adam Whitworth.

The £1.8 million project is exploring whether structured job crafting training can improve the health and wellbeing of employees.

Although all workers are eligible, the project has particular relevance for people who identify as having a disability, long-term health condition or workplace support needs.

What does the trial involve?

The research is designed to compare two approaches to learning about and applying job crafting.

Following randomisation, one group receives information about job crafting, while another group takes part in a structured training intervention delivered through three workshops.

The research team will then evaluate the experiences and outcomes of participants, helping to establish whether structured training can make a meaningful difference.

Participants are invited to complete four surveys, with a sample also invited to take part in interviews.

The project is working with employer partners across the UK, including organisations of different sizes and from both the public and private sectors. It is also seeking diversity in the types of occupations and roles represented, recognising that job crafting is relevant beyond traditional office-based work.

Why is this research important?

Sarah explained that job crafting is already happening in many workplaces, even where employees and employers do not use that terminology.

The WISHES team has found that participants value having a more structured way to approach it.

The research is therefore not simply about introducing a new concept. It is about exploring whether employees can be supported to understand job crafting, identify opportunities and develop the confidence and skills to put changes into practice.

The project also recognises the importance of lived experience and collaboration with employers and practitioners. Understanding how job crafting works in different workplace settings will be essential to developing approaches that are practical and meaningful.

At the time of the webinar, the trial was underway, with the team seeking additional employer partners to participate during 2027. Sarah explained that the trial would remain live with employers until autumn 2027, followed by a period of analysis.

The findings are therefore still to come. The project has the potential to make an important contribution to the evidence base and to inform future workplace practice and policy.

What does this mean for vocational rehabilitation professionals?

For vocational rehabilitation professionals, occupational therapists, case managers and others supporting people with health conditions and disabilities, job crafting offers another way to think about workplace sustainability.

It encourages a shift from asking only:

What adjustments does this person need to return to work?

To also asking:

How can this person be supported to shape their work so that it continues to meet their needs over time?

This is an important distinction.

A return-to-work plan may successfully support someone back into employment, but their needs and circumstances can continue to change. A health condition may fluctuate, fatigue may become more apparent once normal working demands resume, or an employee may discover that certain tasks are more challenging than anticipated.

Equally, someone may regain confidence and capacity over time and want to take on additional responsibilities or pursue development opportunities.

Job crafting encourages ongoing conversations about these changes, rather than treating workplace support as a one-off intervention.

For practitioners, this could mean:

• Helping individuals recognise aspects of their work that could be changed.
• Exploring both the demands of a role and the resources available.
• Encouraging individuals to identify their own priorities and potential solutions.
• Supporting constructive conversations between employees and managers.
• Recognising when an informal change may need to become a formal reasonable adjustment.
• Considering whether job carving, job crafting or a combination of approaches would be most appropriate.

Crucially, the employee should remain central to these discussions. Practitioners can help identify possibilities and facilitate conversations, but the individual brings essential knowledge of their own experience, strengths and needs.

Moving towards more sustainable and inclusive work

The distinction between job carving and job crafting is more than a matter of terminology. It highlights two complementary ways of creating working arrangements that better support individuals.

Job carving recognises that employers may need to redesign roles to enable people to access and remain in employment. Job crafting recognises that employees themselves can play an active role in shaping how their work is organised and experienced.

Neither approach operates in isolation. Both sit alongside reasonable adjustments, flexible working and wider organisational commitments to inclusion and wellbeing.

Sarah's presentation also highlighted the importance of creating workplace cultures where employees feel confident enough to identify what is working, what is not and what could be done differently.

For vocational rehabilitation professionals, this reinforces the importance of looking beyond the initial return to work and considering how employment can remain manageable, meaningful and sustainable in the longer term.

As the WISHES trial progresses, its findings will provide further insight into how structured job crafting approaches can support employees with disabilities and long-term health conditions.

The challenge for employers and practitioners is to ensure that workplace redesign does not simply happen for people, but increasingly happens with them.

Further information and resources

WISHES – Workplace Intervention for Sustainable Health and Employment Support

Find out more about the NIHR-funded job crafting trial, its aims and opportunities for employer involvement:

https://wishes.uk.com/

Dr Sarah Dauncey

Research Fellow, Scottish Centre for Employment Research, Strathclyde Business School, University of Strathclyde.

Connect with Sarah on LinkedIn:
https://www.linkedin.com/in/sarah-dauncey-phd-b819002a/

Strathclyde Business School – Work, Employment & Organisation

https://www.linkedin.com/company/department-of-work-employment-and-organisation/posts/?feedView=all

This article is based on the VRA webinar delivered by Dr Sarah Dauncey. The WISHES trial is ongoing; its findings and effectiveness have not yet been established.

‍