A full-time worker will spend about 90,000 hours working before retirement. How we use this huge amount of time affects our well-being deeply. Work matters not just because it provides money and goods, but also because it can give us meaning, strong relationships, and a chance to grow as people. Studies show that work plays a key role in overall well-being, impacting happiness, health, character, relationships, and financial stability.
Yet work is not always enjoyable. Some jobs can be overwhelming, stressful, or simply boring. When people are truly engaged at work, they experience more satisfaction, and this boosts their flourishing. At Harvard’s Human Flourishing Program, we have studied what causes distraction and engagement at work. These issues matter both to employees and employers. Luckily, research offers ways to reduce distraction and improve engagement.
The Hidden Cost of Distraction
Most people want to feel involved and focused at work. Engaged employees enjoy their work more, are more productive, and are less likely to quit. For businesses, this means higher profits and less wasted time.
In a recent study of 3,258 employees at a $6 billion US manufacturing company, we measured how sick days and distraction affect company costs. We found the company lost about $16 million annually from sick leave. But losses due to distraction at work were much higher—around $307 million. A similar study of Polish factory workers found distraction costs almost five times more than absenteeism.
Many companies invest heavily in wellness programs to reduce sick days. These programs help but focusing only on physical health misses a bigger problem. Our research suggests that improving employee engagement could boost productivity and revenue far more.
Job-Crafting: A Way to Improve Engagement
One effective way to increase engagement is “job-crafting.” This means employees actively change aspects of their work to make it more meaningful and manageable. It involves:
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Changing tasks to reduce boring work or add more challenging activities
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Improving social relationships at work
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Connecting personal work to the company’s overall mission
Job-crafting is a bottom-up strategy anyone can use—no need for a new job title or manager’s approval. Even janitors can shape their jobs meaningfully. For example, hospital custodians once described how they saw their cleaning as vital to patient care. One custodian chose not to vacuum a lounge when family members were resting, showing care beyond basic duties.
Our recent meta-analysis looked only at long-term studies to see if job-crafting actually causes better engagement. We found strong evidence that job-crafting done earlier leads to increased work engagement later. Thinking about meaning, relationships, and tasks helps people feel more connected and motivated at work.
Tools and Support for Job-Crafting
Job-crafting can be done informally through self-reflection. But there are also guides and workbooks to help people practice it. Harvard’s Human Flourishing Program has developed a tool in our flourishing app to support job-crafting. Workplaces can encourage employees to use such tools to boost engagement, improve relationships, and find deeper meaning in their jobs.
Fostering purpose and better social bonds not only improves job satisfaction but is valuable on its own. When managers focus on these as key goals, it shifts the workplace culture toward holistic employee care.
Combining Bottom-Up and Top-Down Efforts
While job-crafting is led by employees, managers play a crucial role too. They can create conditions that allow job-crafting by giving workers more freedom over their tasks. Managers can also organize events to build team spirit and emphasize the company’s mission.
Both bottom-up and top-down approaches can work together. This partnership helps workers express their unique strengths and feel valued, contributing to the greater good. When managers show genuine care and encourage job-crafting, workplaces become healthier and more productive.
This combined effort reduces distraction, increases engagement, and leads to greater flourishing for everyone involved.
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