A company can improve its effectiveness as well as its productivity by rotating employees between various projects. Organisations can achieve motivated and inspired performance from their employees by making sure they do not stagnate or remain stuck in a particular project for extended periods. Fresh projects after a year or a few months will provide employees with several different experiences and opportunities to improve their skills and remain fresh in their approach.
Smart job rotation policies can indeed make an enormous difference in eliminating or even reducing employee demotivation and morale. Thus, organisations may be able to achieve higher productivity levels as well as innovation and inventiveness from their employees which will lead to better organisational outcomes.
In addition to contributing to employee well-being, Smart Job Rotation policies can contribute to organisational and individual health and longevity as well. Furthermore, Smart Job Rotation policies offer employees an experience similar to changing jobs in that they allow them to experience the pleasures and joys of working afresh on each project.
Job Rotation Policy Won’t Help if There is No Planning and Proper Implementation
The job rotation process in itself would not be able to solve all the problems. In fact, repetitive and thoughtless job rotation can worsen some of the problems that the organisation is facing. As a result, shifting projects alone cannot reduce employee frustration or demoralisation within a larger organisational ecosystem.
The mere act of rotating employees between projects can increase the amount of time it takes for new employees to get started on a new project and contribute. This can result in decreased productivity and slower performance because employees must adjust to get familiar with the managers, and other peers in the project. It may also lead to decreased productivity because it is taking them longer to adjust to the new environment.
The Need for Smart Job Rotation Policies
The need for smart job rotation policies is evident from the fact that the projects for which employees are rotated have a high degree of complementarity. In other words, a model needs to be implemented in which employees are rotated among projects with similar skills requirements and synergies between them.
The key term here is synergies in which employees rotating between projects should be able to transfer their skills to the new project and become aware of synergies between them.
The Smart Job Rotation policy also takes into account the needs of all stakeholders and not only the employees or managers or the wider organisation. In other words, job rotation has to be such that the managers in both the old and the new projects align with each other and with the employees as well as with the larger organisational needs and attributes. The rotation in jobs would take place only after all the managers in a group or division, or between divisions and functions agree on who to rotate and who to retain.
The Human Resources Manager must ensure that these discussions are not held hostage by political and personal considerations. Also, softer skills must be aligned with the management’s requirements and more importantly with the goals and needs of the organisation as a whole.
To sum up, Smart Job Rotation policies can increase organisational and employee effectiveness if implemented properly.
Source: Times of India