In 2007, together with her team, Dr. Brigitte van Lierop developed the methodology called ‘Maakwerk’*. The aim of this methodology was to design jobs for people with intellectual disabilities. This method proved to be successful and was based on the already existing model of Job Carving. Job Carving starts with an individual looking for work. Within an organisation tasks are distinguished that match the capacities of the individual jobseeker with a disability. Prof. Dr. Frans Nijhuis of Maastricht University recognised the potential of Maakwerk and believed in translating this methodology into a standardised way of selecting tasks within organisations that match the capacities of young people with disabilities looking for work and lacking the skills, capacities and diplomas to fit into regular vacancies. Together with the Dutch Social Security Service, a first prototype for standardisation was developed: IHW, Inclusive re-design of work processes.

The IHW model, focuses on extracting simple tasks from the work packages of higher-skilled personnel. Functions and work processes are analyzed, and simpler tasks are consolidated into one or more new roles, which are then reintegrated into work processes**.These newly created roles are suitable for employees who would otherwise be excluded from the workforce because they do not fit into existing positions.

Dr. Brigitte van Lierop, then working as programme manager for a national organisation, funded by the Dutch Ministry of Social Security and Work, being responsible to create a culture change in the Netherlands regarding the position of young people with a disability in school and in work, recognised the possibility to standardise the firstly method developed of Maakwerk, because of the employer focus of this method, compared to the client focus of IHW.

The focus of Inclusive Job Design lies in designing and visualising a win-win situation. For this reason, significant attention is given to the impact of task redistribution. This includes qualitative aspects, such as the effects on existing staff, and assessing the qualitative and quantitative value for the employer when work is reorganised: the business case. These elements are integral to the methodology and aim to achieve a win-win outcome: benefiting both the employer and the individual who can now participate in the regular labour market.

This approach requires a shift in perspective from employers. On the one hand, it asks employers to open up opportunities for individuals who are currently excluded from the regular workforce. On the other hand, it challenges them to view their work and processes differently, analyzing tasks with a fresh perspective.

*  Soest, K. van, Lierop, B. van, Pijl, D. van der, Crombag, P. (2007). Methode Maakwerk, A guide for creating jobs for people with intellectual disabilities. Utrecht: Vilans

**  Nijhuis, F. J. N., Mulders, H. P. G., & Zijlstra, F. R. H. (2011). Inclusief Herontwerp van Werkprocessen: voor organisaties die beperkingen productief willen maken. Aan de slag, 11, 20-23.