JOB ROTATION.docx

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JOB ROTATION

JR is a part of CAREER PATH development.

JR involves assigning employees to various jobs, so that they

acquire a wide base of knowledge and skills.

JR is not a cure for job burnouts nor is an employee

performance issue.

JR is not an instinctive process.

STEP 1.

ASSESSING THE NEED FOR A JR PROGRAM.

-do we need a JR program

-is it for promotion

-is it for sidewards movements

-is it for succession planning

-is it for developing a pool of management talent

-does it support the business strategy

-does it improve our competitive strategy

etc

WHAT IS THE STRATEGIC BENEFIT?

------------------------------------------------------------------

STEP 2

DEVELOPMENT OF THE JR OBJECTIVES.

--------------------------------------------------------------------

STEP 3.

DEVELOPMENT OF THE SELECTION CRITERIA.

-what are the criteria for selection

-what level of education

-what level of experience

-what level of the organization structure

-performance assessment

-leadership assessment

-management preference

etc

-------------------------------------------------

STEP 4

DETERMINE A COMMUNICATION STRATEGY

-goals of the JR program

-what to communicate

-to whom to communicate

-contennt of the communication

-how to communicate

-------------------------------------------------


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STEP 5

DISCLOSE / INFORM ALL ABOUT THE PROGRAM.

BRIEF THE SELECTED EMPLOYEE[S] ABOUT THE APPROACH

----------------------------------------------------

STEP 6

DETERMINE THE TIMING/ SCHEDULE OF THE PROGRAM

----------------------------------------------------

STEP 7

CREATE A PROGRAM EVALUATION MECHANISM.

-what are the criteria for evaluation

etc

--------------------------------------------------

STEP 8

DEFINE THE VARIOUS LATERAL MOVES/ TYPES.

-lengths/ timimg of lateral moves

-knowledge to be gained

-skills to be gained

-mix of experience to be gained

-knowledge of processes

etc etc

--------------------------------------------------------------

STEP 9

IDENTIFY THE CRITICAL SKILLS TO BE DEVELOPED

-who will deliver

-who will coach

-who will mentor

------------------------------------------------------

STEP 10

USE FRAME - BREAKING EXPERIENCES

-give participants independent / individual assignments

and evaluate.

RETENTION TOMORROW IS DEPENDENT UPON JR

PRACTICES TODAY.

regards

Attribution:http://www.citehr.com/1448-meaning-steps-ideal-job-

rotation.html#ixzz25SwPYl4c
http://www.citehr.com/1448-meaning-steps-ideal-job-rotation.html#ixzz25SwPYl4chttp://www.citehr.com/1448-meaning-steps-ideal-job-rotation.html#ixzz25SwPYl4chttp://www.citehr.com/1448-meaning-steps-ideal-job-rotation.html#ixzz25SwPYl4chttp://www.citehr.com/1448-meaning-steps-ideal-job-rotation.html#ixzz25SwPYl4chttp://www.citehr.com/1448-meaning-steps-ideal-job-rotation.html#ixzz25SwPYl4chttp://www.citehr.com/1448-meaning-steps-ideal-job-rotation.html#ixzz25SwPYl4c


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Eight Points You Need to Consider About Job Rotation

By Lisa Cheraskin and Michael A. Campion

--------------------------------------------------------------------------------

Here are some practical recommendations you should think about when considering

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 organizations to

promote from within.

2. Have a clear understanding of exactly which skills will be enhanced by placing an

employee into the job-rotation process. Address skills that aren't 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 jobs. Job rotation may be of great value for developing

employees in all types of jobs.

4. Use job rotation with later-career and plateaued employees, as well as with

early-career employees. Some organizations may have the tendency to rotate

employees too fast in early-career stages and too slow in later-career stages. Job

rotation can be a good way to reduce the effects of the plateauing process by

adding stimulation to employees' work.

5. You can use job rotation as a means of career development without necessarily

granting promotions-so it may be especially useful for downsized organizations

because it provides opportunities to develop and motivate employees.

6. Give special attention to the job rotation plans for female and minority

employees. Recent federal equal employment opportunity legislation has recognized

the importance of job rotation to promotional opportunities when examining the

limited representation of minorities and females in executive jobs (called the "glass

ceiling" effect). Title II of the Civil Rights Act of 1991 has ordered a commission to

study the barriers and opportunities to executive advancement, specifically

including job-rotation programs.

7. Link rotation with the career development planning process so that employees

know 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


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should be managed according to the time required to accomplish the goals of the

job and the time required to achieve the developmental benefits of the job. The

advantage of this approach is that both the employee and the manager will have a

clear understanding of expectations and the required tenure on the job will be

related to predetermine outcomes. Job rotation should be perceived as voluntary

from the employee's point of view if it's going to have the intended developmental

effects.

8. Implement specific methods of maximizing benefits and minimizing costs of

rotation. Examples include increasing the benefits of organizational integration and

stimulating work by carefully selecting jobs, increasing career and awareness

benefits by ensuring that they're reflected in the development plans, decreasing

workload costs by managing the timing of rotations, decreasing learning-curve

costs by having good operating procedures, and decreasing the dissatisfaction of

co-workers by helping them understand the role of job rotation in their own

development plans.

Personnel Journal, November 1996, Vol. 75, No. 11, p. 36.

Attribution:http://www.citehr.com/1205-eight-points-you-need-consider-about-

job-rotation.html#ixzz25SzDExC9

Positives of the JR policy

Reduced boredom

Reduced work stress

Increased innovation

Increased free time activityIncreased production

Reduced absenteeism

Reduced turnover

Negatives of the JR policy

Experienced workers not wanting to learn new types of work

Machine operators not wanting to "lend" their machines to others

Practical problems of physically getting from one job to the next

Unsuitable wage formsEducation and training of workers for new jobs

Difficulties in finding appropriate jobs to rotate to

Inappropriate use of job rotation by management

Attribution:http://www.citehr.com/4197-job-rotation-policy.html#ixzz25T0zPDVn
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