Job Rotation

Job rotation is similar in intent, but with this approach a trainee is generally expected to learn more by observing and doing than by receiving instruction. Rotation, as the term implies, involves a series of assignments to different positions or departments for a specified period.During this assignment, the trainee is supervised by a depart- ment employee, usually a supervisor, who is responsible for orienting, training, and evaluating the trainee. Throughout the training cycle, the trainee is expected to learn how each department functions, including some key roles, policies, and proce- dures. At the end of the cycle, the accumulated evaluations will be used to deter- mine the preparedness of the trainee and if and where the person will be permanently assigned. A study of job rotation in Denmark found that roughly 20 percent of firms used job rotation for hourly employees, and 6 percent used it for salaried employees. Although some have argued for job rotation as a way to keep employees interested or motivated, the findings from this study suggest that it is most often used as a means for employers to gather information on unique employee abilities—across the different work settings they rotate through. Guidance is available for supervisors seeking to set up job rotation schedules for multiple employees.

Job rotation is often used for first-level management training, particularly for new employees. When this technique is used, it is generally assumed that new managers need to develop a working knowledge of the organization before they can be successful managers. For example, the Tribune Company used formal job rotation programs for its information technology (IT) workers, with the goal of broadening their skills outside the IT area, thus preparing them for future promo- tions.Job rotation has been used frequently as a means of career development for nurses as well.