Hi Friends,
I came across this interesting article and I hope it will be the same with you all too.
Eight Points You Need to Consider About Job Rotation
By Lisa Cheraskin and Michael A. Campion
Here are some practical recommendations you should consider when contemplating a job rotation program at your organization.
1. Proactively manage job rotation as a component of your training and career development system. Job rotation may be especially valuable for organizations that require firm-specific skills because it provides an incentive to promote from within.
2. Have a clear understanding of the skills that will be enhanced by placing an employee in the job rotation process. Address skills that are not enhanced by job rotation through specific training programs and management coaching.
3. Use job rotation for employees in nonexempt jobs as well as for those in professional and managerial positions. Job rotation may be of great value for developing employees in all types of roles.
4. Utilize job rotation with later-career and plateaued employees, as well as with early-career employees. Some organizations may rotate employees too quickly in early-career stages and too slowly in later-career stages. Job rotation can help reduce the effects of the plateauing process by adding stimulation to employees' work.
5. Use job rotation as a means of career development without necessarily granting promotions, making it useful for downsized organizations by providing opportunities to develop and motivate employees.
6. Give special attention to job rotation plans for female and minority employees. Recent federal equal employment opportunity legislation has acknowledged the importance of job rotation in providing promotional opportunities, particularly in addressing the limited representation of minorities and females in executive roles (known as the "glass ceiling" effect).
7. Link rotation with the career development planning process so that employees understand the developmental needs addressed by each job assignment. Both job-related and development-related objectives should be defined jointly by the employee and the manager when the employee assumes a new position. The rate of rotation should be managed according to the time required to accomplish job goals and achieve developmental benefits. This approach ensures clear expectations and a required tenure related to predetermined outcomes.
8. Implement specific methods to maximize benefits and minimize costs of rotation. Examples include selecting jobs carefully to increase organizational integration and stimulate work, ensuring career and awareness benefits are reflected in development plans, managing rotation timing to decrease workload costs, having good operating procedures to reduce learning-curve costs, and helping coworkers understand the role of job rotation in their development plans to decrease dissatisfaction.
Personnel Journal, November 1996, Vol. 75, No. 11, p. 36.
Lisa Cheraskin is the director of executive development at Eli Lilly and Company. Michael A. Campion is a professor of human resources management at Purdue University.
Best Wishes,
Sridhar,
Executive HR,
Invensys India Development Center
From India, Hyderabad
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4I came across this interesting article and I hope it will be the same with you all too.
Eight Points You Need to Consider About Job Rotation
By Lisa Cheraskin and Michael A. Campion
Here are some practical recommendations you should consider when contemplating a job rotation program at your organization.
1. Proactively manage job rotation as a component of your training and career development system. Job rotation may be especially valuable for organizations that require firm-specific skills because it provides an incentive to promote from within.
2. Have a clear understanding of the skills that will be enhanced by placing an employee in the job rotation process. Address skills that are not enhanced by job rotation through specific training programs and management coaching.
3. Use job rotation for employees in nonexempt jobs as well as for those in professional and managerial positions. Job rotation may be of great value for developing employees in all types of roles.
4. Utilize job rotation with later-career and plateaued employees, as well as with early-career employees. Some organizations may rotate employees too quickly in early-career stages and too slowly in later-career stages. Job rotation can help reduce the effects of the plateauing process by adding stimulation to employees' work.
5. Use job rotation as a means of career development without necessarily granting promotions, making it useful for downsized organizations by providing opportunities to develop and motivate employees.
6. Give special attention to job rotation plans for female and minority employees. Recent federal equal employment opportunity legislation has acknowledged the importance of job rotation in providing promotional opportunities, particularly in addressing the limited representation of minorities and females in executive roles (known as the "glass ceiling" effect).
7. Link rotation with the career development planning process so that employees understand the developmental needs addressed by each job assignment. Both job-related and development-related objectives should be defined jointly by the employee and the manager when the employee assumes a new position. The rate of rotation should be managed according to the time required to accomplish job goals and achieve developmental benefits. This approach ensures clear expectations and a required tenure related to predetermined outcomes.
8. Implement specific methods to maximize benefits and minimize costs of rotation. Examples include selecting jobs carefully to increase organizational integration and stimulate work, ensuring career and awareness benefits are reflected in development plans, managing rotation timing to decrease workload costs, having good operating procedures to reduce learning-curve costs, and helping coworkers understand the role of job rotation in their development plans to decrease dissatisfaction.
Personnel Journal, November 1996, Vol. 75, No. 11, p. 36.
Lisa Cheraskin is the director of executive development at Eli Lilly and Company. Michael A. Campion is a professor of human resources management at Purdue University.
Best Wishes,
Sridhar,
Executive HR,
Invensys India Development Center
From India, Hyderabad
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JOB ROTATION IT is an excellent article. It is a critical element of performance management system and career path planning. regards LEO LINGHAM
From India, Mumbai
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From India, Mumbai
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Hi,
I am employed in Kerala in a senior management cadre. Implementation of job rotation in our state is very difficult. Keralites basically are not very receptive to such changes. I tried to implement this on a test basis. Frankly speaking, I am yet to achieve good results. Well, I won't leave until I get a positive result.
Prasad
From India, Palakkad
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I am employed in Kerala in a senior management cadre. Implementation of job rotation in our state is very difficult. Keralites basically are not very receptive to such changes. I tried to implement this on a test basis. Frankly speaking, I am yet to achieve good results. Well, I won't leave until I get a positive result.
Prasad
From India, Palakkad
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Job rotation is difficult not only in Kerala but in many other organisations, especially public sectors. Job rotation is definitely one of the key ingredients of employee development. However, job rotation for the sake of job rotation is counterproductive. If we follow most of what Lisa and Michael say, it would be for the betterment of both the employee and the organization.
From India, Madras
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From India, Madras
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Dear All,
Could someone please assist me with how to go about creating a job rotation policy? The purpose of the rotation in our organization is to ensure knowledge transfer as our domain is exclusive. If anyone has some suggestions, please do let me know.
Regards,
Althea
From India, Mumbai
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Could someone please assist me with how to go about creating a job rotation policy? The purpose of the rotation in our organization is to ensure knowledge transfer as our domain is exclusive. If anyone has some suggestions, please do let me know.
Regards,
Althea
From India, Mumbai
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