It involves movement of employees from one job to another. This technique enables employees to be familiar with duties and responsibilities of various positions in the organization. Through job rotation management can also find most appropriate placement for a particular employee. It can also be used as a technique of training. Points to be considered while auditing the system of job rotation are, as below.
Initial Planning of the Process
- Strategy in line with business requirements
- Consideration of manpower requirements stated in the manpower plans.
- Planned in a participative manner
- Freedom to functional heads to plan job rotation for their department.
- Feedback from all departments to get accurate requirements of individuals and organization.
- Incorporation of recommendations of functional heads in the plans.
- Detailed and clear final plan
- Clear guidelines drafted and documented.
- Availability of information to all functional heads.
- Clarity of guidelines and process among individuals.
- Clear linkages between other systems and job rotation.
Implementation of the plan
- Followed as planned
- Part of job rotation data clearly indicates that job rotation is done in a planned and systematic manner across the organization as per stated rules and norms and not just as an ad hoc process.
- Checks in the system to ensure timeliness of the manpower shifts.
- Feedback from functional heads on implementation and corrections made if needed.
- Ensure optimum utilization of manpower
- Checking of competency match after the person re-deployed has performed in the new capacity.
- Checks to avoid duplication of responsibilities or efforts.
- Support by other process
- Development of high potential employees and management using job rotation as a strategy of top management.
- Proper counseling and mentoring to ensure the learning and contribution of the person in the new function.
- Re-assessment of the overall implementation
- Studying of consequences of the process through feedback from functional heads and line managers to ensure that individual and organizational goals are met.
- Use of data from the study to bring improvement in the system.
Impact on Culture in terms of Learning, Development and Motivation
- Impact on culture
- Perceived as a value adding system in the organization.
- Perceived usefulness of the mechanism and support among individuals across the organization.
- Helps in increasing appreciation for different functions and in gaining better understanding of the overall business.
- Individual does not feel threatened by the same.
- Facilitates learning by placing an individual in different functions
- Individuals see a clear linkage between developmental inputs required and the system.
- Helps in tapping the potential of the individuals.
- Improving motivation by providing challenges and new opportunities
- Feeling among individuals that their aspirations in terms of career progression and development are met to a certain extent because of job rotation.
- Indication from interview data of higher level of productivity in different functions is attributable to job rotation.
- Employees do not feel that they are stuck in the same function or monotonous positions for extended period.
Auditing Methods and Techniques for job rotation
Interviews
- HR Managers: To be familiar with
- Purpose of the system; (training, filling vacancies, etc.).
- Use of job rotation as specific strategy or aid in HR system.
- Involvement of line managers.
- Role of HR managers in the process.
- Frequency of the process.
- Sources of information used for determining job rotation.
- Effectiveness of the system.
- Line Managers: To know
- Awareness about policy guidelines.
- Freedom to functional heads in preparation of job rotation plan.
- System of communication for shift in job.
- Role of HR department and functional heads.
- Perceived usefulness of the system.
Documents:
- Job rotation policy.
- HR manual and manpower plan.
- Studies on effectiveness of the system.
- Past data on the job rotation.