Deepika Jindal | Job Crafting, Political Skill & the Future of HR

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Deepika Jindal | Job Crafting, Political Skill & the Future of HR

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A job description might tell you what a role is supposed to be. It does not necessarily tell you how somebody actually lives that role. In this episode of HR Unlocked, Lisa Oakley sits down with Dr. Deepika Jindal, Subject Group Lead for Management at the University of Auckland and Director of the Master of Business Management programme, to explore the relationship between work, identity, leadership and the changing role of HR. Deepika's research interests include job crafting and career crafting. At the centre of the conversation is job crafting. Deepika describes job crafting as the way people proactively shape the tasks, relationships and meaning within their roles. While a job description may be given from the top down, individuals inevitably bring their own strengths, passions and preferences to how that job is performed. That agency can create stronger engagement and more meaningful work, but it also needs to work for the organisation. Deepika argues that managers can benefit from having job crafting conversations alongside traditional performance discussions so that individual preferences, team requirements and organisational outcomes remain aligned. From there, Lisa and Deepika explore the wider skills required of modern HR professionals. They discuss why knowledge alone is not enough, and why problem solving, ethical judgement, political awareness and the ability to work with incomplete information matter so much in real organisational environments. Deepika explains that HR professionals need to be comfortable with complexity and ambiguity rather than expecting every workplace issue to have a clear black-and-white solution. The conversation also reframes organisational politics. Rather than seeing political skill as manipulation or self-interest, Deepika describes it as the ability to understand different stakeholder interests, read the environment and influence towards an outcome that benefits both people and the organisation. HR's position across teams, functions and leadership levels can give practitioners a valuable view of those dynamics and an opportunity to build bridges across the organisation. The episode then moves into leadership, trust, fairness and judgement before turning to careers themselves. Deepika challenges the idea that our identity should be tied to a particular job title. Instead, she discusses the concept of “possible selves”, recognising that careers and professional identities can continue to evolve throughout our lives. She closes by sharing her current research into career crafting among New Zealanders aged 65 and over, examining meaningful paid and unpaid work, identity, wellbeing and how organisations might better retain the experience and capability of older workers. What You’ll Learn What job crafting actually means Why most people are already crafting their jobs, whether they realise it or not How job descriptions differ from the reality of how people perform their roles Why agency can improve meaning, engagement and performance How managers can introduce job crafting into performance conversations When job crafting can create problems for teams or organisations Why collaborative job crafting can help teams allocate work more effectively The relationship between autonomy, engagement and job crafting Why line manager behaviour has such a significant influence on employee experience Why having good HR policies is not enough if managers implement them inconsistently How organisations can balance consistency with different team contexts Why professional development needs to be connected to individual motivation Different ways professionals can maintain their relevance without necessarily completing another full qualification Why practical skills matter alongside academic knowledge Why HR professionals need to become comfortable operating in grey areas How data, judgement and instinct can work together in workplace decision-making The role HR can play in bridging academia, evidence, leadership and practice Why different leaders may require different influencing approaches How organisational politics can be viewed as a positive professional capability What it means to “read the room” Why listening, observing and sitting with discomfort are important leadership skills The difference between respectful disagreement and simply being agreeable How cognitive dissonance can affect HR practitioners and leaders What “disagree and commit” can look like when different perspectives are genuinely considered How HR can balance commercial requirements with human consequences Why fairness and consistency matter so much to employee perceptions Why good intentions do not automatically create positive employee experiences How trust develops through consistent behaviour over time Why technical expertise needs to be paired with people skills How judgement develops through experience, reflection and failure Why scenario planning and ...

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