Last updated October 24, 2023

If you have read our post of job crafting and are interested in providing training to employees and managers on job crafting and task crafting, then these 7 training activities and ice breaker activities) are for you to use.

Job crafting training exercises and activities that can also be used as icebreakers

1. “My Ideal Job” Visualization Exercise

Objective: To help participants envision their ideal job and identify areas of their current roles that can be modified to align with their vision.

Instructions: Ask participants to find a quiet, comfortable place in the room and close their eyes.

Instruct them to visualize their ideal job and in as much detail as possible.

Encourage them to think about their daily tasks, their work environment, their colleagues, and the impact they have in this ideal role.

After a few minutes, have them open their eyes and, in pairs or small groups, share the key elements of their ideal job.

Next, ask participants to identify aspects of their current roles that can be adjusted to bring them closer to their ideal job. They should focus on tasks, relationships, or changes in perspective.

2. “Task Trading” Role-Play Exercise

Objective: To help participants experiment with task crafting and experience the process of negotiating task changes with colleagues.


Divide participants into pairs, with each pair consisting of an “Employee” and a “Manager.”

Provide a list of common job tasks, both desirable and undesirable (you can download our free list here), and ask each Employee to choose a task they’d like to trade within their role.

In their pairs, Employees should negotiate with their Managers, explaining why they want to trade a particular task and how it benefits the team or organization.

Managers should evaluate the requests, considering the impact on the team and the feasibility of the task trade.

After the negotiations, have participants switch roles to experience the process from both sides.

3. “Strengths and Passions Mapping” Exercise

Objective: To help participants identify their strengths and passions and explore how these can be applied to their current roles.

Instructions: Provide participants with a list of common job tasks and responsibilities (list here you can download).

Ask participants to identify tasks that align with their strengths and tasks they are passionate about.

In small groups, have participants discuss and share their identified strengths and passions.

Encourage participants to brainstorm how they can incorporate these strengths and passions into their existing roles.

Each group can then present their ideas to the larger class, fostering a discussion on how job crafting can lead to increased engagement and satisfaction.

4. “Role Rotation” Exercise

Objective: To help participants gain a better understanding of various roles within the organization and identify areas where they might craft their own roles for better alignment with their strengths and interests.

Instructions: Create a list of roles within the organization, both similar and different from participants’ current roles.

Then split participants into groups of 3 or 4 and and assign a specific role to each group to research.

Ask each group to analyze the tasks, responsibilities, and skills associated with the assigned role.

Have groups present their findings to the entire class, emphasizing the key elements that make each role unique.

After the presentations, discuss as a class how participants might incorporate aspects of other roles into their own positions to enhance their job satisfaction and performance.

5. “Job Crafting Action Plan” Exercise

Objective: To guide participants in creating a personalized job crafting plan based on their specific goals and interests.

Instructions: Provide participants with a template for a job crafting action plan, including sections for goals, tasks to modify, and a timeline.

Ask participants to identify at least three specific goals related to job crafting, such as increased job satisfaction, better work-life balance, or skill development.

Have participants list the tasks they plan to modify to achieve each goal, along with a timeline for implementation.

If it makes it easier for participants, they can discuss their plan with others in the room, i.e. they can work alone or together.

Discuss the importance of revisiting and revising their action plans regularly as they progress in their job crafting journey.

6. “Job Crafting Storytelling” Exercise

Objective: To help participants reflect on their job crafting experiences and learn from their peers’ successes and challenges.

Instructions: In advance, ask participants to work on their job crafting initiatives for a specified period (e.g., a few weeks or months).

During the class, provide an opportunity for participants to share their job crafting stories. They can use presentations, posters, or other creative means to convey their experiences and outcomes.

Encourage open discussion and questions from the group after each presentation.

After all participants have shared their stories, lead a group discussion on common themes, lessons learned, and the overall impact of job crafting on individual satisfaction and organizational performance.

These additional exercises can enhance participants’ understanding of job crafting and provide practical tools and insights to support their job crafting efforts.

They promote active engagement and reflection, which are essential for the successful implementation of job crafting.

7. “Role-Playing Job Crafting Requests” Exercise

Objective: To help participants practice the skills needed to communicate and negotiate job crafting requests effectively.

Instructions: Divide participants into pairs, with one person taking on the role of an “Employee” and the other as a “Manager.”

Provide a list of common job crafting requests that employees might make, such as modifying their job tasks, adjusting their work hours, or seeking skill development opportunities.

Employees should formulate and present their job crafting requests to the Managers.

Managers should respond to the requests as they would in an actual workplace scenario

After the role-play, have a debriefing session where participants discuss the challenges they faced and what they learned about effective communication and negotiation.

>> See example downloadable course materials
Dr Valeria Lo Iacono
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