JOB ROTATION
Presented by
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Roll no.4555/09
Job Rotation
Job rotation is refers to the moving employees from
job to job to add variety and reduce boredom by
allowing them to perform a variety of tasks
Origins of Job Rotation
• Since late 1980’s Job Rotation has been
developed and mainstreamed as an active
labour market tool in Denmark
• Job Rotation originated in Denmark as a
collaborative development amongst trade
unions, employers and training institutes
Job Rotation
Job Rotation meets the EU Employment Strategy in the
following areas:
As a tool to address change and promote adaptability & mobility
in the labour market
As a means to promote development of human capital and life
long learning
As a tools to promote integration of and combat discrimination
against people at a disadvantage in the labour market
As a tool to promote business competitiveness
Why Develop Job Rotation
Creating a Win Win Win
1. Promotion of company competitiveness
2. Active labour 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
As An Active Labour Market Tool
• Provides training and qualifications for unemployed
persons
• Brings unemployed persons closer to the labour market
• Provides training & further qualifications for employees –
strengthening their position in the labour 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 center/organizations, 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
What does Job Rotation Offer Employers
• Job Rotation is a highly flexible concept & can
adapted to the individual companies involved
• The ability to release employees for staff
development/further training using Job
Rotation means that companies avoid
production losses while their employees are
under-going training
What does Job Rotation Offer Employers
• In company Job Rotation employee ‘mentors’ are
trained by the project to support the unemployed
substitutes
• Companies, after completion of Job Rotation have a
pool of skills (unemployed) trained relief labour to
draw on for replacement workers
• There is no commitment required by an employer to
find a permanent job for the unemployed person at
the end of the rotation period.
How Does Job Rotation Benefit Employees
• Job Rotation provides employees with further
training to improve their qualifications through
general and/or specialist training.
• Specialist training reinforces employees links with the
labour market and strengthens their position within
the company
• Job Rotation also provides the employee with an
opportunity to take part in team building and
personal development with a view to returning with
enhanced levels of confidence and greater self
knowledge
What does Job Rotation Offer the Unemployed
• Provides specific skills training relevant to
employer needs
• Real work experience
• Recent ‘employer reference point’
• Opportunity of being offered employment
upon completion of Job Rotation phase
Roadblocks
There are two major categories of roadblocks
that are often encountered in setting up a job
rotation system:
• Cultural issues
• Rotation issues
Cultural issues
The first set of difficulties are associated with the challenge of
changing the work structure and not from the job rotation in and of
itself
• 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
• High-seniority employees who have “paid their dues” working at
difficult jobs may believe that they have earned their right to easier
jobs and may resist going back to more difficult work.
• Practical problems of physically getting from one job to the next
Rotation issues
The other set of difficulties have to do with issues
surrounding the rotation schedule itself
• 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
drawbacks
• Training cost
• Disturbance of work
• Demotivate intelligent and ambitious trainees
who seek specific responsibility in their
chosen speciality
conclusion
Job rotation represents an excellent method
for broadening the manager or potential
manager, for turning specialists into
generalists
Thank you