In recent years, job roles within companies have become increasingly complex.

Employers benefited from assigning as many tasks as possible to the same employees, enhancing flexibility and adaptability in their workforce. Employees also found this approach appealing, as they sought more responsibility, variety, interpersonal contact, and challenging work. As a result, jobs were designed with greater complexity, and the qualifications required for these roles increased. Employees were expected to meet higher educational standards to fulfil these positions.

However, this complexity has created challenges for employers. They face higher costs for skilled personnel and ongoing difficulties finding employees who meet these high requirements. This is particularly evident in sectors like manufacturing, healthcare, and metalworking, where shortages of qualified staff are becoming increasingly common.

At the same time, there is a growing pool of workers who do not meet these demanding job requirements. Many of these individuals were once active in the workforce but now find themselves excluded, often relegated to sheltered work environments. Companies, however, cannot afford employees who are unable to keep up, as it impacts production and, ultimately, their bottom line. Yet, research shows that these workers can contribute effectively if they are given tasks suited to their abilities. Often, these tasks are embedded within the complex roles currently performed by skilled personnel.

Inclusive Job Design addresses this issue by separating tasks where professional knowledge and expertise is needed, from tasks that do not need these professional qualifications. This involves closely examining job roles and work processes to ensure they remain efficient—or even improve.

Non-professional tasks are grouped into one or more new roles, which are reintegrated into the work processes. These roles are designed for employees who might otherwise be excluded from the workforce because they do not fit into existing positions. Professionally skilled workers can then focus on the more complex tasks within their roles. Experience shows that these workers are often pleased with this change. They can now dedicate themselves to the work they were trained for, with fewer distractions from unrelated tasks, and they gain more control over their breaks and downtime.

A Shift in Perspective for Employers

This approach requires employers to adopt a new perspective.

• On one hand, employers must be open to including individuals who are currently excluded from traditional work processes and offering them opportunities to contribute.
• On the other hand, it calls for a re-evaluation of their own roles and work processes.

By redesigning work processes, employers could potentially achieve:
✓ Greater efficiency without increasing costs,
✓ A realistic approach to managing an aging workforce, and
✓ The ability to maintain operations with fewer skilled employees and lower costs.