Job Rotation and Retention 8 PDF

Job Rotation & Employee
Retention
What is Job rotation ?
 Job rotation is an approach to management
development where an individual is moved
through a schedule of assignments designed to
give him or her a breadth of exposure to the
entire operation
 Job rotation is also practiced to allow qualified

employees to gain more insights into the
processes of a company, and to reduce boredom
and increase job satisfaction through job variation
Job rotation objectives
 To address skills shortages and skills gaps
 To expose the employees to different experiences
 To wider variety of skills
 To enhance job satisfaction
 To cross-train staff and
 Employee motivation
Job rotation - creating a win-win
situation
1. Promotion of company competitiveness
2. Active labor market intervention
3. Social partnership approach
1. Job rotation promotes
competitiveness
 Meets company training needs
 Improves qualifications/skills of employees
 Further motivates the work force
 Core element of sound staff development
 Helps develop an adaptable and skilled workforce
 Helps companies to avoid loss of production
during periods of training
2. Job rotation -
labor market tool
 Brings possible unemployed persons closer to the
labor market
 Provides training & further qualifications for
employees – strengthening their position in the
labor market
 Can prevent bottlenecks occurring in employment
sectors
3. Job rotation as a model of
social partnership in practice
 Job Rotation demands close co-operation

between employers, trade unions, training
institutions, unemployment centers/organisations,
local employment services and welfare services
 Job Rotation increases understanding between
social partners
 Job Rotation can act as a catalyst to promote
further innovative ways of co-operating in
partnership
Job rotation - benefit employees
 JR provides employees training to improve their
skills and multi-skills
 It reinforces employees links with the job market
and strengthens their position within the
organization
 It provides the employee with an opportunity to
take part in team building and personal
development
 It enhances levels of confidence and greater
knowledge of employees
Steps for implementation
1. Hold an employee meeting to determine interest and
gain involvement and input
2. Calculate the scores for the jobs considered for
rotation
3. Review to ensure that the logistics of the proposed
rotation are suitable and the job rotation is reasonable
4. Provide employees with training that is needed to
perform the tasks
5. Provide employees with adequate break-in time to
ensure that they are fully qualified and physically
conditioned to perform their new tasks
Steps for implementation-----
6. Begin job rotation
7. Monitor the new rotation to ensure flexibility and
consideration for individuals that are having difficulty
performing new tasks
8. Hold follow-up meetings with employees to evaluate the
job rotation
9. Track other measures such as injury rates, turnover,
employee satisfaction, or workers compensation to
determine effects of the job rotation
Basic limitations
Cultural issues:
 Experienced workers not wanting to learn new types of
work
 Employees not wanting to “lend” their equipment to
others
 Pre-existing differences in wage levels among
employees whose jobs are to be rotated
 Senior employees may resist going back to more
difficult work
 Practical problems of physically getting from one job to
the next
Basic limitations ----
Rotation issues:
 Difficulties in finding appropriate jobs to rotate
 Difficulties for employees in learning the subtleties of
some tasks and thus end up increasing the physical
demands
 Inability of some employees to be physically able to
perform the most difficult tasks
 Education and training of workers for new jobs
 Inconsistency of application
Employee Retention
What is employee retention?
 Employee retention is a process in which the

employees are encouraged to remain with the
organization for the maximum period of time
 Employee retention is beneficial for the

organization as well as the employee
Turnover cost
 The cost of turnover itself
 Loss of company knowledge
 Interruption of customer service
 Turnover leads to more turnover
 Goodwill of the company
 Regaining efficiency
 The impact on the bottom line
 The cost of hiring replacements
 The cost of training new employees
 The cost of lower productivity for new employees
 The cost of customer dissatisfaction
 Lower-quality service from new employees
What makes employee leave?
 Job is not what the employee expected to be
 Job and person mismatch
 No growth opportunities
 Lack of appreciation
 Lack of trust and support in coworkers, seniors and
management
 Stress from overwork and work life imbalance
 Compensation
 New job offer
What makes employee leave?
The major reason
 If the major reason employees leave a

company is not money, what is it?
The answer
 Most people leave their jobs because of their
supervisor or team leader (boss)!
Why do people stay?

 Great people
 Flexibility – work hours, dress code, etc.
 Being part of a team
 Good boss
 Career growth, learning & development
 Fun on the job
 Recognition for work well done
 Good pay and benefits
 Autonomy, sense of control over work
 Exciting, challenging, meaningful work
Employee retention strategies
1. Hire the right people in the first place
2. Empower the employees: Give the employees the
authority to get things done
3. Make employees realize that they are the most
valuable asset of the organization
4. Have faith in them, trust them and respect them
5. Provide them information and knowledge
6. Keep providing them feedback on their performance
7. Recognize and appreciate their achievements
8. Keep their morale high
9. Create an environment where the employees want to
work and have fun.
Increase employee retention
?
Thank You

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Job Rotation & Employee

 Job rotation is also practiced to allow qualified

 Job Rotation demands close co-operation

 Employee retention is a process in which the

 Employee retention is beneficial for the

 If the major reason employees leave a

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