Job crafting empowers employees to shape their roles to align with their strengths, interests, and needs. This approach supports neuro-inclusion by reducing workplace barriers for neurodivergent individuals.
By fostering flexibility and personalisation, organisations can create a more inclusive, innovative, and supportive work environment for all employees.
We all perceive the world differently. Difference is what makes us human. However, despite our differences, we possess a desire to feel included and that we belong - this is as true at work as it is elsewhere. Yet it can be challenging for organisations to know where to start with creating diverse and inclusive workplaces. In some organisations the diversity & inclusion (D&I) agenda is perceived as a ‘tick box’ exercise designed to ensure legal compliance. A lack of genuine desire and commitment to create diverse and inclusive workplaces can result in strategies which fail to include the very people they are designed to support. Even in more progressive workplaces managers typically don’t recognise, and therefore make the most of, our diversity. At worst, it is ignored and even stifled.
For most of us, being part of a team is a key part of our working lives. According to the Bureau of Labour Statistics, today’s youngest workers will hold an average of 12 - 15 jobs in their lifetime.
I’ve been lucky enough to explore team development through my occupational psychology research[1]. And I’d like to share some key findings – what makes teams highly effective, and how these factors can be used in your everyday work.
