5 key considerations while moving employees across functions

5 key considerations while moving employees across functions

Organisations frequently encounter situations of employee job rotation which, if capitalised correctly, can contribute substantially to employee morale as well as the organisational productivity
By moving employees between functions, employers gain multiple business advantages. This includes, employee satisfaction through progress on the coveted aspirational path and organisational benefit resulting from a multifunctional employee who understands business better. Also, an employee who has a holistic understanding of the business is more likely to be offered a leadership role.
However, while rotating jobs, organisations need to follow a process that consolidates set guidelines which work to minimise disruption when a resource moves from one vertical to another. Manish Garg, head-India Operations, hCentive, shares 5 top guidelines for employee job rotation across successful organisations.
Employee stability and time spent in a function: A pre-emptive check to filter out unnecessary movement across verticals is determining employee stability through time spent in a function. Only when an employee has spent a substantial amount of time in the current function should he be allowed to move to a different function. Although there is no holy grail of the ‘time spent’, most organisations use 12-18 months as the appropriate time before an employee can switch.
Discussion on employee aspirations: Once an employee aspires to move across functions, he should discuss his aspirations with his reporting manager. This early phase discussion helps the reporting manager make a better decision while finding a perfect opportunity for the employee and helps the employee progress on his desired career path. Senior managers can motivate and counsel employees on their choice of selecting a different function, which in turn, would help employee to take the best decision.
Availability of position and selection process: Once the reporting manager has had a detailed discussion with the employee on his aspirations, a position that fits the bill needs to be sought. If there is a good fit available for the employee in the desired functional role, movement to new project should be based on defined selection process where skill evaluation and fitment in the new role/project would be taken into consideration. Hiring manager should take the final call on selection.
Employee dependency checks in current project: Employee dependency in the current role is another factor that needs to be considered and mitigated. In case of critical dependency in the existing project, longer periods may be needed for releasing the employee. The transition period should also factor in the time needed for knowledge transfer to the replacement resource.
Resource management group: In the entire process, the Resource Management Group (RMG) will function as the owner. Due to the number of stakeholders involved and the traffic of communication between various parties, the RMG is best placed for ownership to avoid any communication gaps between stakeholders. Their presence in the process will ensure that employee aspirations are fulfilled without impacting employee morale and the business.

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