Page
5

1.7. Rotation management functions are assigned to the personnel department of the enterprise.

Rotation preparation procedure

2.1. The rotation of employees is part of the Personnel Development Program, presented by the head of the personnel department and approved by the head of the enterprise.

2.2. The annual schedule of personnel rotation is drawn up on the basis of applications from the heads of structural divisions of the enterprise to the Personnel Development Program.

2.3. Based on the annual rotation schedule, the personnel department, in accordance with the personal application of the employee, issues an order for his temporary transfer to another position or for part-time employment in the structure of the enterprise. In both cases, the employee retains his permanent workplace and average wage. Part-time work outside the normal working hours is paid based on hours worked or output.

2.4. The rotation schedule is drawn up by the heads of the structural units where the employee is sent for rotation and where he has a permanent place of work, and is agreed with the head of the personnel department.

2.5. The rotation schedule is approved by the deputy head of the enterprise for personnel.

2.6. Familiarization with the order and schedule of the upcoming rotation is brought to the attention of the employee by the head of the personnel department no later than a week before the start of the rotation.

Rotation procedure

3.1. The rotation includes the following steps:

Drawing up by an employee who is leaving on vacation or for other reasons, whose position becomes temporarily vacant, recommendations and tasks for an employee who takes up his position in rotation;

The study by the employee aimed at rotation of the rotation schedule;

Interview of the employee with the head of the structural unit designated as the place of rotation;

The acquisition by the employee of theoretical knowledge and the development of practical skills within the time frame stipulated by the rotation schedule;

Consideration by a permanent employee of the recommendations made to him, discussion of these recommendations with the person who compiled them, as well as with the head of the structural unit;

An interview at the end of the rotation period of an employee who permanently holds a position and temporarily performs duties in rotation with the deputy head of the enterprise for personnel with the participation of the head of the personnel department, heads of structural divisions in which the rotation took place and where the employee who performed duties in rotation has a permanent place of work.

3.2. According to the results of the interview:

Employees of the enterprise who participated in the rotation can be enrolled in personnel reserve, transferred with their consent in the structure of the enterprise to another position that maximizes their professional and personal qualities.

3.3. The deputy head of the enterprise for personnel sends recommendations prepared based on the results of the rotation to the head of the enterprise and heads of structural divisions.

Conclusion to chapter I

AT term paper the need for a controlled personnel rotation of managers is shown, the shortcomings of spontaneous rotation are noted, approaches to updating the leadership are proposed, the effectiveness of horizontal rotation is proved, the consequences of a delay in rotation are described, and the tasks of the managerial rotation system are defined. In addition, methods for selecting candidates for the personnel reserve and accelerated development groups and approaches to the formation of management teams are considered.

An ever-evolving market requires an ever-higher level of competitiveness for organizations. The innovativeness of the market obliges the management team to increased innovative susceptibility and activity. The uncertainty and dynamism of market situations sets the task for specialists and managers of organizations to quickly assess situations, quickly respond to changes and quickly prepare various solutions. The complexity of the tasks performed requires professionalism, wide and comprehensive training, the ability to accumulate knowledge, transfer and disseminate it, readiness for communication and teamwork from modern specialists.

The fulfillment of these requirements is associated with the integrated development of the organization, ensuring the efficiency of all types of work in the value chain. However, along with technological and information development, improving the knowledge management system, optimizing the research and production, logistics and marketing base, a lot depends on human resource organizations. And the versatile training of managers, in-depth training of specialists, the accumulation and transfer of knowledge are primarily related to the state of staff rotation. And here there is a certain gap between the actual and desired states.

Analysis of personnel rotation and reserve on the example of Ford Motor Company CJSC

On July 9, 2002, the official opening of the Ford plant in the city of Vsevolozhsk, Leningrad Region, took place; by 2003, the company was switching to a two-shift operation. By 2007, FORD is increasing its production to 65,000 vehicles a year. In connection with the expansion of production, the company is recruiting new employees and switching to a three-shift mode of operation. In 2009, the company starts production of the new ”MONDEO” model. Today, the company is making a strategic decision to increase production to 75,000 vehicles a year. The production cycle consists of welding, painting and final assembly.

When analyzing personnel management, consider the assessment of the security of the FORD Company labor resources for the period 2008-2010. (See tab.1)

Table 1.

Provision of FORD Company with labor resources for 2008-2010.

				Security percentage
Including:
	Leaders
	Specialists
	Other workers
	Average headcount, people
Including:
	Leaders
	Specialists
	Other workers
	Average headcount, people
Including:
	Leaders
	Specialists
	Other workers

The ability to move personnel within the company's structure is the most important advantage, since the temporary transfer of personnel and testing them in a new place allows you to plan and subsequently carry out global movements within the company.

The rotation procedure, of course, cannot be carried out in relation to specialists whose activities are related to the use of special professional knowledge. It is clear that it is hardly expedient to rotate, for example, to the position of a lawyer of a person who does not have a special education. But the rotation of such specialists is also possible, taking into account the specifics of their activities. At the same time, it is quite appropriate to rotate specialists of one profile, for example, an economist from one structural unit to another.

"APPROVED"

By order of

No. 000 dated 01.01.2001

Position
on staff rotation

1. General Provisions

2. The procedure for preparing the rotation

3. Rotation procedure

1. General Provisions

1.1. This provision governs the rotation of personnel of the Sokol Limited Liability Company (hereinafter referred to as the Company) from among the top and middle managers whose duties include the performance of organizational, administrative and administrative and economic functions, as well as specialists with career growth prospects or looking for another job in the Company.

1.2. rotation within the meaning of this Regulation - transfer of an employee on a personal application to a temporarily vacant position(due to the departure of a permanent employee for another or study leave, on parental leave, etc.) with the performance of the relevant duties for this position, determined by the job description.

1.3. The purpose of the rotation is to identify the employee's managerial skills, the ability to quickly understand and adapt to the situation in another structural unit, assess business and personal qualities employee, identifying his strengths and weaknesses with the aim of further growth of his career, the acquisition of fundamentally different professional skills.

1.4. The result of a high-quality rotation is also the influx of innovations into the existing management mechanisms, the optimal use of the Company's personnel, the strengthening of interaction between the Company's structural divisions, and the facilitation of the joint solution of promising and current production tasks as a result of understanding by managers of the needs of other divisions, and, as a result, an increase in the efficiency of the functioning of the organizational and economic structure of the Company as a whole.

1.5. Staff rotation is voluntary.

1.6. The duration of the rotation period is established by agreement between the immediate supervisor of the employee and the head of the structural unit to which he is sent for rotation. The duration of the rotation may not, as a rule, be less than four weeks.

1.7. The functions of rotation management in the company are entrusted to the Personnel Professional Development Department of the Company's Personnel Service.

1.8. This Regulation applies to all structural divisions and all employees of the Company without exception.

2. The procedure for preparing the rotation

2.1. The rotation of employees is part of the Personnel Development Program, approved annually by the General Director on the proposal of the Deputy General Director for Human Resources.

2.2. The annual personnel rotation schedule is drawn up on the basis of requests from the heads of structural divisions to the Personnel Development Program.

2.3. Based on the annual rotation schedule, the Human Resources Department, in accordance with the personal application of the employee, issues an order for his temporary transfer to another position. In any case, the employee retains his permanent place of work and the average wage.

2.4. The rotation schedule is drawn up by the heads of the structural units where the employee is sent for rotation and where he has a permanent place of work and is agreed with the head of the Personnel Professional Development Department.

2.5. The rotation schedule is approved by the Company's Deputy General Director for Human Resources.

2.6. Familiarization with the order and schedule of the upcoming rotation is brought to the attention of the employee by the head of the Personnel Professional Development Department no later than a week before the start of the rotation.

3. Rotation procedure

3.1. The rotation includes the following steps:

Drawing up by an employee who is leaving on vacation or for other reasons, whose position becomes temporarily vacant, recommendations and tasks for an employee who takes up his position in rotation;

The study by the employee aimed at rotation of the rotation schedule;

Interview of the employee with the head of the structural unit designated as the place of rotation;

The acquisition by the employee of theoretical knowledge and the development of practical skills within the time frame stipulated by the rotation schedule;

Consideration by a permanent employee of the recommendations made to him, discussion of these recommendations with the person who compiled them, as well as with the head of the structural unit;

An interview at the end of the rotation period of an employee who permanently holds a position and temporarily performed duties in the rotation order with the Deputy General Director of the Company for Personnel, with the participation of the head of the Personnel Professional Development Department, heads of structural divisions in which the rotation took place and where the employee who performed duties in the order rotation, has a permanent place of work.

3.2. According to the results of the interview:

Employees of the company who participated in the rotation may be included in the personnel reserve, transferred with their consent to another position that maximizes their professional and personal qualities.

3.3. The Deputy General Director of the Company for Human Resources sends recommendations prepared based on the results of the rotation to CEO Companies.

REGULATION ON STAFF ROTATION

Section 1. General Provisions

1.1. This Regulation is local normative act LLC "ABV" (hereinafter - the company), which regulates the rotation of personnel from among the top and middle managers, whose duties include the performance of organizational, administrative and administrative functions, as well as specialists with career prospects and enrolled in the personnel reserve (hereinafter referred to as the Regulation).

1.2. Under this Regulation, rotation means the transfer of an employee to a temporarily vacant position, replaced by a person who, in accordance with the legislation of Russia, retains a workplace (position), with the performance by him of the relevant duties for this position, determined by the job description.

1.3. The purpose of the rotation is to identify the employee's managerial skills, the ability to quickly understand and adapt to the situation in another structural unit, assess the business and personal qualities of the employee, identify his strengths and weaknesses in order to further grow his career, acquire fundamentally different professional skills.

1.4. The result of the rotation is also the optimal use of the company's personnel, strengthening the interaction between the company's structural divisions, optimizing the joint solution of promising and current production tasks due to the understanding of the needs of other divisions by the staff and increasing the efficiency of the functioning of the organizational and economic structure of the company as a whole.

1.5. Rotation of personnel is carried out with the written consent of the employee, obtained in the manner prescribed by this Regulation.

1.6. The duration of the rotation period is established by agreement between the immediate supervisor of the employee and the head of the structural unit to which he is sent for rotation. The duration of the rotation cannot, as a rule, be less than four weeks, and in cases provided for by the legislation of Russia, it is set for a period specified by law.

1.7. The functions of rotation management in the company are assigned to the professional development department of the personnel service. The head of the department of professional development of the personnel service bears personal responsibility.

1.8. This Regulation applies to all structural divisions of the company, including branches and other separate divisions located in another locality; to all persons who have entered into labor contract with the company (hereinafter referred to as the Employees), and is mandatory for application and compliance.

1.9. The regulation is approved, amended and canceled by the decision of the general director of the company on the basis of the issued order for the main activity. After making changes and (or) additions, the Regulations must be presented against signature to employees no later than 3 working days from the moment of signing by the general director of the company.

1.10. The regulation comes into force from the date of its approval by the general director of the company. Changes and (or) additions come into force and become binding from the date of their approval by the General Director, unless the text of the document itself provides for other rules for their entry into force.

1.11. The regulation is terminated due to:

approval new edition Regulations;

Legislative change Russian Federation governing labor and other closely related relations;

Cancellation (recognition as invalid).

Section 2. Procedure for preparing a rotation

2.1. The rotation of employees is part of the annual approval by the CEO in in due course Personnel development programs.

2.2. The annual staff rotation schedule is drawn up on the basis of applications from the heads of structural divisions, submitted no later than December 1 of the year preceding the year of the schedule implementation.

2.3. Based on the annual rotation schedule, the personnel department clarifies the employee's opinion regarding the replacement of a particular position.

2.4. The rotation schedule is agreed with the heads of the structural units where the employee is sent for rotation and where he has a permanent place of work, and is also endorsed by the head of the personnel professional development department.

2.5. The rotation schedule is approved by the Deputy General Director for Human Resources no later than December 20 of the year preceding the year in which the schedule is implemented.

2.6. A preliminary conversation is held with employees included in the rotation schedule, during which the wishes of the employee regarding the conditions are clarified future work. The employee expresses his consent to participate in the rotation by a personal signature in the rotation schedule. Responsible for this area of ​​work is the head of the department of professional development of personnel.

2.7. Rotation of personnel is carried out taking into account the level of education of the employee, his qualifications and specialization, as well as his work experience in the company and personal qualities. The rotation takes into account the attitude of the employee to work, reviews (recommendations) of the immediate supervisor, the presence (absence) disciplinary actions and other factors that may influence its inclusion in the rotation schedule.

2.8. In the event that an employee, according to some criteria, cannot fully satisfy the goals of rotation and the profile of the position, he is sent for preliminary short-term training.

2.9. After completing all the necessary procedures, the personnel department amends the employment contract of the employee subject to rotation, and issues an order for his temporary transfer to another position. Recording in work book not entered. The fact of involving an employee in the rotation is confirmed letter of recommendation issued to the employee upon termination of the employment contract.

Section 3. Rotation procedure

3.1. After completion of the procedures outlined in Sect. 2 of the Regulations, the personnel department controls the following stages of rotation:

Drawing up by the employee, who, in accordance with the legislation of Russia, retains the place of work (position), recommendations and assignments for the employee who takes his position in rotation;

Study by an employee sent for rotation of the documents specified in clause 3.1 of the Regulations;

Interview of the employee with the immediate supervisor of the structural unit designated as the place of rotation;

The acquisition by the employee of theoretical knowledge and the development of practical skills within the time frame stipulated by the rotation schedule;

Compilation by the direct head of the structural unit, determined as the place of rotation, to the employee in respect of whom the decision on rotation has been made, detailed recommendations based on their own vision of the place and importance of the corresponding position in the general structure of the company;

An interview at the end of the rotation period of an employee who permanently holds a position, and an employee who temporarily performed duties in a rotation order, with the immediate head of the structural unit in which the rotation took place, with the participation of the head of the personnel professional development department.

3.2. According to the results of the interview:

Employees of the company who participated in the rotation can be included in the personnel reserve, transferred with their consent permanently to another position that maximizes their professional and personal qualities.

Section 4. Rotation Reporting Procedure

4.1. The Deputy General Director for Human Resources sends recommendations prepared based on the results of the rotation to the General Director of the company, as well as a report in the prescribed form on the results of the rotation.

4.2. The employee who replaced the position in the rotation procedure develops comments on the organization of the rotation applied to him, and suggestions for improving the rotation procedure. A report on the replacement of a position in the rotation order must be prepared by him no later than 10 working days from the date of completion of the transfer carried out in the rotation order.

4.3. Based on all the materials received, the department of professional development of personnel prepares recommendations for improving work with personnel in the company.

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The transfer of an employee from one position to another, the movement of personnel from one department of the company to another is called rotation. Basically, the rotation of personnel is carried out in the field of medium and large enterprises at a high stage of their development. The relocation of an employee can be made both at the request of the management, and at the initiative of the employee himself.

Staff rotation is the transfer of an employee to another position or to another department of the company.

According to the rate of movement of full-time employees, the planned rotation can be monthly or annual.

• Employees of the highest category - 1 time in 5-7 years.
• Qualified personnel - 1 time in 3-5 years.
• Working positions - 1 time per year or at the discretion of management.

Rotation types:

• Horizontal - a cardinal movement of an employee to another department of the company with a possible change in his job responsibilities.
• Vertical - promotion of an employee along career ladder up or down with the imposition (removal) of additional privileges from it.

Depending on the mechanism of movement, rotation is divided into the following types:

• Castling - employees of the same job level change places. With this type of rotation, internal transfer employee between related departments.
• Ring - the employee returns to his place after a circular passage through different positions.
• Irrevocable - the movement is made without the right to return to its original place.

Transfer to another job is a difficult stage in the life of an employee and requires him to be ready for change. Therefore, rotation organizations are trying in every possible way to encourage people going up the career ladder.

Rotation Goals

Rotation is a component personnel policy and has clear goals. The transfer of an employee to another position can take a long time and be beneficial for both the employee and the organization.

Benefits for the enterprise:

• Expansion of the staff of small branches, creation of new work teams.
• Formation of new areas and areas of business, expansion of the organization.
• Providing employees with new knowledge and experience.
• Resolution or Prevention conflict situations in a collective.
• Identification of managerial (innovative, creative) skills among employees.
• Career development for employees.
• Building friendships between staff members for maximum development of business processes.
• Increasing the interest and activity of employees in the development and life of the enterprise.

For example, a new person arrived at the company for the position of a warehouse worker. After effective indicators He was promoted to the position of Purchasing Manager. After completing a parallel apprenticeship in a skills development program, he took on the position of Warehouse Supervisor, responsible for merchandising and warehouse management. The result of the rotation: the company received a qualified specialist, and the employee gained experience, career growth and salary increase.

Benefits for staff during rotation:

• Opportunity to grow and move up the career ladder.
• Getting new contacts, creating friendly relations in the team.
• Gaining experience in areas of new activities.
• Avoidance of professional fatigue, "burnout" at one workplace.
• Improvement financial position, receiving a more favorable social package.
• A radical change in the standard of living, place of residence, sphere of activity.

Without the consent of the employee, rotation can be carried out temporarily and for a period of not more than 1 month.

According to Art. 77 of the Labor Code of the Russian Federation, registration of rotation for a longer period is carried out exclusively with the consent of the employee in writing.

The employee must submit an application indicating his desire and consent to be transferred to another structural subdivision. The transfer must be agreed between the leaders of the former and new places of the employee. Only after that, the employee of the personnel department can deal with the registration of the transfer. He prepares an order in the form No. T-5 and T-5 (a) and submits it for approval to the head. On its basis, an entry is made in the personal card and work book of the employee.

The rotation of staff contributes to the development of professional skills and the improvement of the company. As a manager, you must inform employees as accurately as possible about the expected results of the rotation, conduct briefings and create best conditions for productive work. But remember that any movements must be secured by order.

What are the features of management social development personnel? What are the methods of training and development of personnel? How and why is personnel rotation in the organization carried out?

Dear friends, I, Alla Prosyukova, one of the authors of publications, welcome you to the pages of the HeatherBober online magazine!

What do you know about staff development? Have you thought about it and can not give an exact answer? Then my article today is for you!

After reading the material to the end, you will get acquainted with the most common mistakes in practice in personnel development, and learn how to minimize them.

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1. What is personnel development and why is it necessary?

Often the development of personnel is identified with its training, which is absolutely wrong. Learning is just one of its components, implying the acquisition of new knowledge.

To clarify and answer the question of what constitutes personnel development, a definition will help.

This is a complex of organizational and economic measures aimed at changing (improving) material, spiritual, professional qualities workers.

Components of the system:

• education;
• training;
• creation effective system career building;
• rotation;
• change in job responsibilities;
• expansion of the area of ​​responsibility.

In many organizations, the social development of personnel is highlighted in a special direction.

Social development of personnel- comprehensive development of social skills of employees, contributing to the improvement of relationships in the organization, increasing the efficiency of the work of each specialist.

The main tasks of social development of personnel:

• creating a team of like-minded people;
• self-development of employees;
• development of social partnership;
• increasing the social protection of personnel;
• improvement of the personnel growth mechanism;
• formation of the corporate culture of the company;
• creation of comfortable working conditions;
• building an effective system of employee motivation.

This block is controlled using the following methods:

1. Social (sociological). These include: social planning, sociological research, conflict management, impact on the stimulation of employees.
2. Socio-psychological. Tools: socio-psychological diagnostics, psychoconsultation, psychocorrection.
3. Socio-economic. They imply: wages, planning, cost accounting, the purchase by employees of the company's securities, which allows them to participate in the distribution and profit.

2. When staff development may be needed - an overview of the main situations

Staff development is important for any organization. There are a number of situations when this process is vital for her.

Let's consider the main ones.

Situation 1. Increasing competition in the market

To remain competitive, a company needs to maintain the professionalism of its staff at the proper level. This will make it possible to carry out the necessary technological transformations in a timely manner, introduce innovations, modernize production, and thus strengthen its competitive position.

Situation 2. Development of new information technologies

The development of science, technology and information technologies requires the staff to constantly improve, acquire new professional skills, and improve their skills.

Good training, the availability of relevant practical skills in the field of information technology among employees, contribute to the speedy adaptation of the company to all external changes with minimal losses.

Situation 3. High staff turnover

The lack of career growth, training and development of employees in the company is one of the reasons for the high turnover of staff. To retain employees, they create a personnel development system, and then constantly improve it.

It is rare that an employee will leave the company if he is sure that it will help him grow professionally and move up the career ladder.

Situation 4. Poor quality of work of employees

21st century with the latest technologies, continuous computerization, the most sophisticated equipment presents high requirements to the professionalism of employees and the quality of their work.

If your employees do not reach the required level, organize, develop mentoring, etc. This approach will bring the quality of work to the desired indicators, which will certainly have a positive impact on the activities of the company as a whole.

Situation 5. Unfavorable microclimate in the team

The tense situation in the team requires immediate resolution. Know that the problem will not go away on its own.

Find out the reasons for this state of affairs. Perhaps the opposing sides should be divided into different departments. When selecting employees, consider their psychological compatibility. This will minimize interpersonal conflicts.

3. What are the methods of personnel development - 3 main methods

Any process evolves with the help of certain methods. Personnel development is no exception.

I suggest that you familiarize yourself with 3 main methods used for these purposes.

Method 1: Mentoring

This is a very popular method of staff development.

Mentoring- practical training in the workplace, conducted by a more experienced, highly qualified employee (mentor).

This method is usually applied to young professionals who are newly employed by the company. Its goal is to help newcomers adapt to the team, acquire the practical skills necessary for the performance of their job duties, and contribute to their comprehensive professional development.

Effective mentoring involves 4 steps:

• Stage 1: the mentor tells - the student listens;
• Stage 2: the mentor shows - the student looks;
• Stage 3: the mentor does together with the student;
• Stage 4: the student does - the student tells how he does it - the mentor controls and prompts.

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Method 2: Delegation

The next method is delegation. Let's define this concept. This will immediately reveal the essence of the process.

Delegation- transfer of authority (or part thereof) of the head to employees to achieve any specific goals of the company.

With the help of delegation, employees are involved in the process of making strategic decisions, self-realization. They have a sense of significance not only in the eyes of management, but also of the entire team.

Delegation allows:

• identify the potential of subordinates;
• reveal their abilities;
• raise labor motivation workers;
• reduce the turnover of professional employees;
• improve the skills of the staff.

Method 3. Rotation

And finally, another frequently used method of staff development is rotation. By tradition, I first give a definition.

rotation- horizontal movement of employees from one position to another within the organization.

It may seem that this method is nothing more than career or . But it's not.

During rotation, the employee does not rise up the service hierarchy. It stays the same official level acquiring only other job responsibilities, solving problems that were not characteristic of him before.

Example

In order to expand the development opportunities for IT department specialists and retain the most valuable of them, MTS has developed five levels of positions for horizontal movement.

If a leading specialist wants to participate in such a rotation, he is transferred to another position. He coped and the results of the assessment are high - an expert level is assigned (grade 10-12).

• department expert (grades 11–13);
• departmental adviser (grades 12–14);
• block advisor (grade 15);
• Advisor "MTS" (grade 16).

Of course, wages increase with each grade.

Method goals:

• change of working environment;
• acquisition of new professional skills;
• increase in labor productivity;
• reducing the cost of selecting, training and retaining employees;
• related profession training;
• creation of a personnel reserve;
• full interchangeability of employees;
• reducing the level of conflicts.

Rotation has a positive impact on business profitability. According to a study conducted by the HayGroup analytical group at the University of Michigan, USA, in companies with a planned rotation, the change in annual profitability from the planned one is +16%, and in organizations without it -7%.

4. Staff development through staff rotation - 7 main stages

Rotation is the most effective method of personnel development. However, its effectiveness largely depends on proper organization process.

Using this method, companies are faced with various difficulties that can ruin all good undertakings in the bud.

To avoid this, read the step-by-step instructions.

Stage 1. Preliminary preparation for the introduction of the rotation system

Are you familiar with the 6P rule? "Proper Advance Planning Prevents Poor Performance".

It most accurately assesses the importance of prior preparation.

In order for the rotation to be effective, it is necessary to properly prepare for it:

• study existing experience on this topic;
• determine the forms and methods of rotation;
• identify employees who want to participate in the rotation;
• determine the result to be achieved;
• appoint responsible persons.

Stage 2. Preparation of documentary support for the rotation process

At this stage, the development and approval local acts regulating the process of staff rotation.

In this period:

• rotation goals are formulated;
• a list of positions involved in the process is compiled;
• the frequency of holding is determined;
• the criteria and level of financial incentives for participating employees are determined;
• the "Regulations on rotation" and the order on its implementation are being prepared and approved;
• All interested parties are familiarized with these documents.

Stage 3. Drawing up a rotation plan

Depending on the type of rotation and its frequency, the managers of the personnel management service draw up and approve the schedule of the proposed movements.

All participants in the process are familiar with already ready plan under the signature.

Stage 4. Building communication with staff on rotation issues

Communications with staff on rotation issues include a number of activities.

The main ones are:

• consultative working meetings with employees on rotation issues;
• familiarization of the rotation participants with the plan of its implementation;
• summing up and their coverage at planning meetings, in corporate publications etc.

Stage 5. Communications in the process of rotation

In the process of rotation, an important place is given to communications with staff.

The main directions of such communications:

• discussing the state of affairs with displaced staff;
• informing the team about the progress of the rotation, about the successes and problems of the participants;
• support interpersonal communication with colleagues from previous jobs.

Stage 6. Analysis of the rotation process

The effectiveness and efficiency of the rotation is analyzed through various methods.

Meet the most requested:

• interviews with a mentor and the displaced specialist;
• monitoring the work of an employee in a new place;
• 360 degree evaluation;
• business games;
• trainings.

Stage 7. Drawing up a rotation plan for the next period

After the end of one rotation comes the turn of its planning for the next period.

The plan is drawn up taking into account the results obtained, comments and wishes of the participants of the previous rotation

5. Professional assistance in personnel development - an overview of the TOP-3 companies providing services

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Seminars, trainings, RSU are annually chosen by more than 10 thousand employees of various companies from all over Russia.

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IGS Group has been helping client companies optimize business processes for over 13 years. On the account of the company 100 successful projects in different areas.

The main directions of IGS Group:

• customer business support;
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6. What are the mistakes of personnel development - 4 main mistakes of a novice manager

Nobody is immune from mistakes. As practice shows, novice managers who create a system for developing the personnel of their company also have some of them.

I'll talk about the most common ones. Read carefully and remember: "Forewarned is forearmed".

Mistake 1. Investing in one-time rather than regular events

Personnel development is a systemic process. There is little sense from scattered, occasional events.

Identify the need, prepare regulatory documentation, draw up a plan (for at least 6 months, and preferably for a year), determine the necessary budget, based on the capabilities of the company.

Just so planned A complex approach will give the desired result.

Mistake 2. Lack of control over the assimilation and application of new knowledge and skills

In many Russian companies one can observe a lack of control over the assimilation and application of new knowledge and skills of employees. Practice proves that such control is necessary.

It allows:

• to establish that the results of personnel development make a real contribution to the achievement strategic objectives companies;
• identify process problems;
• identify the relationship between the benefits of the activities carried out and the costs of them.

Mistake 3. Refusal to reward the achievements of employees after training

Often the employer does not provide any incentive for employees who have achieved excellent results in vocational training. And in vain!