Effective Job Rotation Programs: Development and Implementation
  • CODE : ROTH-0018
  • Duration : 90 Minutes
  • Level : Intermediate
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William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is a Professor in the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. He is also President of his own consulting firms—Rothwell & Associates, Inc. and Rothwell & Associates, LLC. He has authored, co-authored, edited, or co-edited 300 books, book chapters, and articles—including 111 books. Before arriving at Penn State in 1993, he had nearly 20 years of work experience as a Training Director in government and in business. As a consultant, he has worked with over 50 multinational corporations--including Motorola, General Motors, Ford, and many others. In 1997 he and his wife founded a small business—a personal care home for the elderly that employed 27 workers and served as the residence for 54 people. That company was sold in 2017.

Job rotations are used in talent management to build competencies. But how are job rotations effectively used? What common challenges appear with them, and how are those challenges addressed effectively? This live webinar will address these and related questions. Many organizations use job rotations to engage employees and to build their competencies. They are common in talent management programs. But there are challenges with them. One is that the job rotations are not effectively planned and managed. A second is that job rotations may build unrealistic expectations. This live webinar will demonstrate how to manage job rotations and how to overcome common challenges with them.

One example of a rotation: a manager is asked to set up a new call center. The challenge is to demonstrate the ability to launch new business ventures. But the manager is not told that or what success or failure in the rotation might mean. Another example: a manager is asked to turn around a failing customer service operation. The manager is told that she is to learn more about customer service. But the manager is not told why she needs to learn that or what success or failure might mean. There is no ongoing discussion of success or failure, and after a year in the job, the manager is surprised to hear that her efforts were not regarded as successful and she was terminated.

Areas Covered

  • Overview
  • Challenges with Job Rotations
        •    Types of job rotations: Startups, shutdowns, turnarounds, and others
        •    Common challenges with job rotations
        •    Challenge 1: Identifying the competencies to be built and matching them with the expediency of business needs
        •    Challenge 2: Managing expectations of workers on what success on a rotation will mean for their future
        •    Challenge 3: Providing regular, specific feedback on performance and on development
        •    Other challenges
        •    How to overcome the challenges
        •    The future of job rotations
  • Questions and Answers

Course Level - Intermediate

Who Should Attend

  • Supervisors
  • Managers
  • VPs of Human Resources
  • Training Directors
  • Talent Managers

Why Should You Attend

Job rotations of varying lengths are often used for employee and for management development. But they are not always well-planned or well-implemented. One result: they are not as effective as they could be. Anecdotal evidence suggests that some job rotations are conceived when a business problem occurs in a different location and managers look for someone they can move to that location to solve the problem. They then rationalize the move as a rotation when, in fact, it is driven by business expediency rather than the need to develop the worker. In contrast, a well-conceived job rotation is designed to meet a business need while also giving a worker an opportunity to gain valuable experience.

  • $149.00



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