• Ensure that an organizational need exists for the skill sets typically developed by rotation programs.
• Consider the relationship of the rotation program and other related HR initiatives (e.g., job enrichment).
• Link rotation with key business needs and/or core competencies.
• Ensure that key stakeholders agree with the program's objectives.
• Ensure that positions support the targeted program objectives (e.g., learning objectives).
• Identify the developmental opportunities each job assignment provides.
• Create tailored developmental goals for rotation participants.
• Customize rotation timelines based on the time needed to achieve developmental benefits.
• Ensure rotated employees are given appropriate work.
• Ensure compensation is equitable and motivating but not overly inflated.
• Design communications to achieve stakeholder buy-in, share information appropriately and align messages.
• Measure program performance against goals; demonstrate that rotation has a direct, value-added impact.
• Decrease workload costs by managing rotation timing, and keep rotation time frames flexible.
• Decrease "learning curve" costs by establishing and following clear operating procedures.
• Bill costs to managers that use the rotation program, if possible.
• Plan post-rotation program assignments, being sure to avoid underemployment (ideally, new skills are used immediately).
• Consider rotation plans for female and minority employees (avoid glass ceiling).
The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.
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