In the past, job rotation and cross training were used as common leadership development methods in large organizations.
Now proven steps that made these experiences work are being used for other key positions within companies so that organizations have available bench strength and talent pools available when labor is needed in key areas. They are also being used to cross-train staff who may be needed during temporary vacancies, such as illnesses or medical leaves.
Business disruptions can occur when companies do not have the right employees available at the right time. Employees resign or are taken away from key positions for other reasons, such as business growth or leaves.
Beyond the business needs, job rotation and cross training are also an excellent talent management tactic for providing skill and career development that early career workers desire as part of their employee experience.
Why you should Attend:
Make sure that your organization can sustain current service levels and business continuity by developing cross training and job rotation experiences that will produce employees who are competent and available to work in critical positions within your company.
Find out how to utilize these methods as a means of implementing new business models within your company.
Areas Covered in the Session:
Who Will Benefit:
- The business case for cross training and job rotation
- Determine which roles and functions are critical to support
- How to use cross training and job rotation to quickly fill in service gaps you have within your available workforce
- How to use cross training to plan for potential layoffs
- How job rotation links to other talent management initiatives within your organization
- Step-by-step guidelines for putting your cross training and job rotation program in place
- How to select candidates for cross training and job rotation
- How to measure the results from your job rotation program
- Your questions
- Leadership Professionals
- HR Professionals
- OD Staff
Rupinder Kaur holds a Master's degree in Industrial/Organizational Psychology. In her role as Lead Talent Management Consultant for Integral Talent Systems, Inc., based in Silicon Valley, California, she manages employee engagement initiatives for a broad range of clients in industries such as health care and government. She has also designed, developed and delivered customized leadership development programs and has conducted original research on the role of technology and digitalization in the workplace.