Job FIT
paraDIGMA groep aims to make working people in the Netherlands sustainably employable by applying its own perspective on people, work and health. Sustainable employability is approached through the FIT strategy, focusing on optimizing the balance between people, work and organization in a practical way. This is done using the FIT model, consisting of four domains, of which "Job FIT" is one.
What is Job FIT?
The world around us is changing contently and ever faster. So does the content of work. This requires constant adaptation on the part of employer and employee. Because of the aging population and current capacity issues, there is an increasing need to keep employees interested and committed. At the same time, we see differences in generations: fewer and fewer (young) employees work for years with the same employer and more and more older employees end up in a "golden cage."
What affects Job FIT?
Autonomy
"The degree to which the employee can exercise control over his tasks. This includes the nature, content and quantity of tasks, as well as the time spent on the tasks."
Autonomy is a basic psychological need and an important condition for engagement. In addition, having sufficient autonomy can be used as a source of energy to neutralize work stress. When employees can determine the content of their work themselves, they experience more intrinsic motivation and job satisfaction, leading to higher job engagement. Determining how they perform their work enables employees to make the best use of their skills and creativity, which increases the quality and innovativeness of work. Being able to determine their own working hours contributes to a better work-life balance, reduces stress and increases productivity. Autonomous employees feel more responsible for their work, resulting in greater commitment and loyalty to the organization. This leads to lower turnover rates and higher job performance. Within the FIT analysis, we look at the extent to which employees experience sufficient autonomy. Within this, we look at the extent to which employees have influence in determining the content of the work, the way the work is performed and the extent to which an employee can determine when the work is performed. This provides insight into the degree of autonomy of employees.
Competencies
"The degree to which the work calls on the use of skills and abilities of the employee."
Like autonomy, the extent to which work calls for the use of an employee's skills and abilities is a basic psychological need. Utilizing competencies in the workplace leads to greater intrinsic motivation and job satisfaction. When employees have the opportunity to develop and use their skills, they experience higher levels of engagement and engagement in their work. This contributes to improved performance and increased productivity. Leveraging competencies reduces job stress because employees feel competent and capable in their tasks. Organizations that invest in employee development typically see lower turnover rates. Challenging employees and valuing their skills encourages them to achieve better results. Ultimately, this leads to a positive work environment where employees are motivated and satisfied, which benefits the organization. In the FIT analysis, we examine the extent to which the organization utilizes employee skills and capabilities. We evaluate whether employees can effectively use their qualities in their roles and whether the organization supports them in making the best use of their competencies. This helps to understand whether employees are sufficiently challenged and whether their capabilities are fully appreciated. The goal is to assess how good the FIT is between the skills required for the job and the skills employees actually use.
Ambitions
"The extent to which the employee is looking for opportunities to advance in career."
Ambition can be a powerful driver for both employees and the organization. Ambitious employees strive for growth and improvement, which can lead to higher performance, more innovations and a dynamic work environment. Organizations that respond to this need by offering development opportunities benefit from motivated and engaged employees. However, it is important to recognize that not all employees have the same level of ambition and that this need not be a problem. Some employees value stability and a good work-life balance more than ongoing career development and are equally valuable. A potential risk arises when an organization has many ambitious employees but cannot provide sufficient development opportunities. This can lead to dissatisfaction and higher turnover, as ambitious employees seek out employers who can meet their growth needs. The lack of growth opportunities can cause frustration and affect the motivation and engagement of ambitious employees.
Therefore, it is crucial for organizations to take a balanced approach. This means creating sufficient development and advancement opportunities for ambitious employees, while also addressing the needs of employees who are less focused on career advancement. By promoting a culture of appreciation and recognition for all employees, regardless of their ambitions, an organization can maintain a stable, satisfied and productive work environment. Within the FIT analysis, we ask about the extent to which an employee is looking to advance in work. This provides insight into the ambitions present in employees.
Development opportunities
"The degree to which the employee learns new things, can develop their strengths and continue to grow and develop personally."
Having sufficient development opportunities is essential for both employee and organization. When employees learn new things at work, they stay motivated and engaged, leading to higher productivity and performance. Developing strengths within work allows employees to make the most of their skills and further strengthen their competencies. This not only increases their self-confidence, but also contributes to the quality and efficiency of their work. Personal growth and development make employees feel valued and supported, which increases their loyalty and satisfaction. Organizations that invest in employee development benefit from higher levels of innovation and adaptability. This also reduces work stress, as employees feel better equipped to deal with challenges. Promoting continuous development contributes to a positive and dynamic work environment, where employees remain motivated and turnover remains low. This creates and ensures a sustainable and successful organizational culture.
In the FIT analysis, we examine on the basis of several questions the extent to which employees are given the opportunity to develop further within the organization. This provides insight into the development opportunities available and how well the organization supports employees in their professional growth. We evaluate whether there are sufficient opportunities for education, training and career development. The goal is to understand how employees can improve their skills and advance their careers within the organization.
Work variation
"The extent to which employees perform various tasks as part of their work."
Work variety is important for both employees and the organization because it contributes to employee motivation and engagement. Performing different tasks prevents monotony and boredom. Having enough variety in work leads to increased job satisfaction and reduces the likelihood of absenteeism. Variety in work encourages the development of various skills, making employees feel more competent and skilled. This increases the effectiveness and efficiency of their performance. In addition, work variety can promote creativity and problem-solving skills, contributing to innovation within the organization. It also helps reduce work stress by providing employees with a wider range of experiences and challenges. This creates a more vibrant and flexible work culture. When employees have variety in their work, they feel more engaged and stay with the organization longer. This helps improve company performance and stability. Within the FIT analysis, we ask about the extent to which employees perform different tasks and experience variety within their work. This provides insight into how employees experience current work variety.
Feedback
"The extent to which the employee receives information from colleagues, supervisors/or others about the outcome of his or her work."
Feedback is crucial for both employees and the organization because it contributes to employee development and motivation. The extent to which an employee receives feedback and information from supervisors and colleagues about the quality of their work and its impact plays a key role in learning ability and personal effectiveness. Regular feedback helps employees leverage their strengths and address areas of improvement. This contributes to feelings of competence, self-esteem and optimism, making employees feel more capable and confident in their own abilities.
Receiving feedback increases motivation and engagement, resulting in increased work vitality and engagement. Without feedback, employees may feel insecure about their performance and feel that their work is not recognized. This can lead to decreased motivation, lower productivity and higher turnover. Feedback also strengthens social bonds between employees and their supervisors, enhancing collaboration and the work environment. A culture of open and honest feedback makes employees feel valued and helps the organization continually improve and become more successful.
In the FIT analysis, we examine how often employees receive feedback on their work results and the performance of their tasks and to what extent managers are involved in giving this feedback. This provides insight into the feedback culture within the organization. We assess whether employees regularly receive constructive feedback that helps them develop and whether there is an open communication climate.
Role clarity
"The extent to which duties and responsibilities are clear to the employee."
Role clarity, or the extent to which duties and responsibilities are clear to the employee, is essential for both employees and the organization. When employees know exactly what is expected of them and what responsibilities they have, they can perform their jobs more efficiently and effectively. This increases their motivation and job satisfaction because they feel more confident about their roles and contributions to the organization. Clear roles contribute to higher productivity and lower work stress because employees spend less time searching for information or coordinating tasks. It prevents confusion and conflict within the team because everyone knows who is responsible for what tasks and decision-making.
However, role ambiguity can pose significant risks. When employees lack clarity about their responsibilities, they may feel insecure and frustrated, which can lead to lower motivation and increased job stress. This can also result in inefficiency, conflict among team members and increased turnover. In addition, role ambiguity can lead to task overlap or important tasks being neglected, harming overall organizational performance and effectiveness. Promoting role clarity not only helps employee job satisfaction but also enhances the overall performance and stability of the organization.
Within the FIT analysis, we ask employees how clear it is to them what their roles and responsibilities are and whether they know exactly what is expected of them. This helps to understand role clarity within the organization. We evaluate whether employees have a clear picture of their roles and tasks and whether there is confusion or uncertainty about their responsibilities.
Workload
"The degree to which one is convinced one will not get the work done on time and/or will not be able to meet the set requirements."
Work pressure refers to the feeling of not being able to get work done on time or to meet the requirements set. A certain amount of work pressure can be motivating and provide a healthy challenge, keeping employees motivated and improving their performance. This sense of urgency and responsibility can produce positive results. However, too much work pressure can be harmful. Negative influences on workload include having too much work, having to work under high speed, being constantly interrupted while working, and performing too many tasks simultaneously. These factors can lead to long-term stress. Long-term overwork causes fatigue, reduces motivation and lowers productivity. It also increases the risk of absenteeism and can lead to higher staff turnover. It is important for organizations to find a balance where workload remains a positive challenge without causing overwork. Creating a work environment that minimizes these negative influences is crucial to employee well-being and effectiveness. Within the FIT analysis, we ask about different forms of workload which provides insight into the workload experience of employees. We pair this question with another construct: workload judgment, which also asks to what extent workload actually leads to dissatisfaction or whether employees do not consider this workload a problem.
Work pressure judgment
"The degree of (dis)satisfaction with perceived workload."
Workload judgment, or the degree of dissatisfaction with perceived workload, is important for both the employee and the organization. Workload per se need not be negative; in fact, a certain degree can be motivating and stimulating. However, it is crucial to gauge how employees feel about their workload to prevent it from being perceived as overwhelming. Dissatisfaction with workload can lead to stress, decreased motivation and increased risk of long-term stress. Regular assessments of workload judgment help organizations identify and address problems early. By gaining insight into employee satisfaction with their workload, targeted adjustments can be made to improve working conditions. Within the FIT analysis, in addition to the current workload, we also gain insight into employee satisfaction or dissatisfaction with the present workload. This enables us to make a full assessment of the extent to which the present workload is actually perceived as a problem.
Rating
"The extent to which the employee feels valued by the people for whom he/she works, co-workers and immediate supervisor."
Experiencing appreciation is crucial for both employees and the organization because it directly affects motivation, job satisfaction and performance. When employees receive appreciation from their supervisor, colleagues and customers, they feel recognized and valued, which increases their engagement and job satisfaction. Appreciation from the supervisor can inspire employees to perform better and do their best, while appreciation from colleagues contributes to a positive work atmosphere and cooperation. Customer appreciation enhances a sense of impact and success, which also contributes to employee motivation.
Feeling unappreciated, on the other hand, can have significant negative consequences. Employees who do not feel valued may become discouraged, leading to decreased motivation, a lower absenteeism threshold and reduced productivity. This can result in higher job stress and higher turnover. Lack of recognition can also disrupt team dynamics and lead to conflict, social insecurity and a negative work atmosphere. Moreover, a lack of appreciation can affect the overall organizational culture, harming the long-term performance and success of the organization. Therefore, it is important for organizations to actively and regularly show appreciation to ensure a positive and productive work environment.
Within the FIT analysis, we examine feelings of appreciation by evaluating how employees experience appreciation from their supervisors, customers and colleagues. This provides a broad overview of the level of recognition employees receive. We analyze the appreciation that employees experience from various sources to get a complete picture of the culture of appreciation within the organization.
Emotional strain
"The degree to which the work is emotionally demanding."
Emotional strain, or the degree to which work is emotionally demanding, poses a major risk to both employees and the organization. If work is too emotionally demanding, employees can suffer from (long-term) stress, which damages their well-being and performance. The emotional strain of work has increased in recent years due to several factors: the shift from production-oriented to a service-oriented economy with more frequent customer contact, higher cognitive demands of work, blurring of work-life boundaries through working from home and flexible working hours, technostress and constant flow of information and distractions at work.
While some emotional strain can contribute to personal growth and fulfillment because it contributes to resilience and emotional intelligence, too much of it can lead to fatigue, decreased motivation and increased absenteeism. This increases the likelihood of employees leaving and lowers productivity. But if organizations manage emotional strain well, they can benefit from resilient, engaged and satisfied employees. It is important for organizations to take measures, such as adequate breaks, emotional support and a healthy work-life balance, to reduce the negative effects of emotional overload. This allows them to maintain a healthy and productive work environment. Within the FIT analysis, we examine how emotionally demanding work is for employees, which provides insight into their emotional strain. This helps to understand how emotional strain affects their well-being and work performance.
Course of intention
"The extent to which the employee plans to change jobs in the coming year."
Attrition intention, or the intention of employees to change jobs, poses a significant risk to organizations. If many employees intend to leave, this often leads to actual departures, which causes increased costs for recruitment, selection and training of new employees. Moreover, the loss of (experienced) employees can lead to a reduction in operational efficiency and the loss of crucial knowledge and skills within the organization. This can also negatively affect the morale of the employees left behind, reducing their engagement and productivity. Within the FIT analysis, insight is gained into the dates at which employees are willing to change jobs.
Mobility
"The probability of employment in the internal or external labor market."
Understanding internal and external mobility is essential for organizations and employees. For organizations, it helps strategic human resource management, talent retention, and anticipation of labor market trends, which is cost-saving and competitive. For employees, it offers the prospect of advancement opportunities and alternative career paths, which increases their motivation and satisfaction. Lack of growth opportunities can lead to dissatisfaction and increased turnover intentions, causing organizations to lose valuable employees. By providing balance in mobility opportunities, both employee and organization benefit from a stable and productive work environment. Employees remain motivated and engaged, resulting in higher retention and productivity within the organization. Within the FIT analysis, we ask employees to what extent they see opportunities for a new job at their current employer and beyond. This provides insight into current internal and external mobility.
Job FIT and the other domains
paraDIGMA groep applies four domains within the FIT strategy, of which Job FIT is only one. The remaining domains include Physical FIT, Mental FIT and Organizational FIT. Each domain has specific building blocks that affect that domain, but these building blocks and domains are interconnected. The interconnectedness of building blocks and domains determines whether an employee or organization is sustainably employable.