Why You’re Suddenly Doing Work That Was Never Part of Your Job

If your boss recently directed you to learn something that does not relate much to your core responsibility, know that you are not the only one. This trend is becoming increasingly popular among organizations in the United States, as employers try to prepare themselves for unforeseen scenarios and future developments.
This concept is referred to as cross-training, which involves equipping workers with additional skills beyond their core competencies in such a way that the workforce can continue working efficiently even in cases of unexpected openings and organizational shifts.

Although this idea might sound quite practical and versatile at first glance, the reality on the ground may prove otherwise.

Preparing for uncertainty

Firms will not simply increase job scope without cause; often, cross-training serves as a safety net in response to uncertainty like unexpected employee absences, changes in seasonal demand, or organizational reconfiguration.
A study published in ScienceDirect reports that firms apply cross-training to enhance the adaptability of their teams, ensuring that workflow is uninterrupted even when circumstances change. Thus, rather than depending on an individual performing a particular task, firms design a structure where several people can take up the responsibility if needed, contributing to efficiency and minimizing risks.

While managers view cross-training as an efficient and effective strategy, the study also finds that, if not handled with care, cross-training could lead to burnout among employees who might be overwhelmed by additional duties.

How employees actually feel about it

There is no universal response to cross-training among all staff members, as reactions to it tend to vary depending on how it is carried out and what the atmosphere surrounding it is like at the place of work.
For some individuals, cross-training may be viewed as a chance to acquire new knowledge and thus further their careers; however, for others, it is yet another responsibility to fulfill without receiving adequate recognition for doing so.

According to the study cited on the website of ScienceDirect, while cross-training might result in higher job satisfaction for some workers, it can also lead to increased feelings of being underappreciated due to the lack of recognition for additional work.

As stated in the study mentioned above, workers who feel unsupported become inclined to leave their jobs.

The hidden impact of stress and burnout

Having additional jobs does not just affect one’s work pressure because there are also other psychological implications that tend to be neglected during the work planning process.
A study published in Organizational Psychology Review demonstrates how increased role demands may cause greater stress and may result in employees experiencing burnout due to switching from one job task to another without adequate breaks and clear instructions.

Hence, even when cross-training is implemented for the right reasons, it could negatively impact the well-being of employees when the expectations are unrealistic or unclear.
The employees may become overstretched because they have to strive in different aspects while maintaining their performance in the assigned work.

Why do some people adapt better than others?

Psychological flexibility is one of the key determinants that influence employee reactions to cross-training.
Based on scientific evidence available on the ScienceDirect website, workers with greater psychological flexibility adapt more readily to the new position, demonstrating a higher level of job satisfaction compared to their colleagues who have less psychological flexibility.

The reason for this is that the same organizational event can either be perceived as an opportunity for development by one individual or be considered a stressor by another person.
It has been argued that developing qualities such as resilience and mindfulness can help employees adapt better, although companies are also responsible for providing suitable working conditions.

The role of workplace culture

The process of cross-training does not take place in a vacuum, and the organizational culture of a business organization has a very significant role to play in the cross-training experience of its employees.
According to some findings, organizations characterized by a climate conducive to learning and communication will have better results due to the understanding by employees of the necessity of making changes.
However, where there is poor communication and insecurity among employees, cross-training can cause anxiety and low participation among the staff.

Employees may view the additional workload as an indicator of insecurity.

Finding the balance

From a business standpoint, cross-training is a valuable approach that enables businesses to be ready to change; however, from an employee's point of view, cross-training must be conducted thoughtfully to prevent potential harm.

Research reveals that honesty, appreciation, and appropriate expectations will help to make the cross-training effective because employees tend to react positively when their work is recognized and respected.
To put it simply, the concept itself is positive, but the process of introducing and conducting cross-training can significantly affect the reaction of the employee.

In today's rapidly developing world, recognizing the value of such a balance between the two concepts is becoming increasingly important for both businesses and employees alike.