Finding our ideal role within a team—or teams—can radically change our relationship with work and give us a sense of purpose. But how can organizations create roles based not only on their needs and expectations but on people’s interests, strengths, and growth? And whose job is it to design them?
Job performance is intrinsically linked to personal motivation. According to Neel Doshi and Lindsay McGregor’s book Primed to Perform, a practice that can increase employee motivation up to 87% is role design. Based on that research, the Ian Martin Group created the Role Advice Process (RAP), a tool that allows individuals to reconsider their role, the tasks it involves, and their fit to the organization’s current needs using feedback from their colleagues. This process also shifts the responsibility to craft roles from a central figure—the manager—to each team member.
To make it easier for leaders and their teams to implement a RAP, here are some white papers that will give you all the context you need to go through this process, support your colleagues, or understand your role as a manager: