Tips for Unlocking the Benefits of Developmental Rotations to Grow Talent from Within
August 30, 2024 in Culture, Learning & Development, Relationships & Networking, Wonders of the Workplace
By Risa Witherow
Introduction
A developmental rotation is a structured program allowing employees to temporarily transfer to different roles, workstreams, or departments within an organization. Organizations can use developmental rotations as a tool for developing and engaging employees and increasing organizational agility. This blog will overview some of the many benefits developmental rotations offer employees and employers and provide considerations for establishing a developmental rotation or rotation program.
Benefits to Employees
Developmental rotations are great for professional and personal development, allowing employees to expand their technical skill sets, network, and knowledge of the organization. Additionally, the new perspective and novel experiences rotations provide often help employees grow their strategic thinking skills. These programs can also give employees a low-risk avenue for exploring different career paths without leaving their organization.
Benefits to Employers
Organizations can use job rotations as more than a cost-effective means for temporarily filling job vacancies (though that benefit is nothing to scoff at). Developmental rotations help enrich jobs and engage employees, factors that directly contribute to higher productivity and increased retention.[1][2] Developmental rotations can also increase organizational agility by strengthening the internal talent pipeline, cross-functional understanding, and institutional knowledge/memory.
Recommendations and Considerations for Planning an Impactful Developmental Rotation
- Set clear objectives. It is important for both the employee and the organization to give thought to the purpose and goals of the rotation, as this will inform other program elements. The organization should develop and communicate a clear vision for the employee’s time in the rotation. The rotation supervisor should encourage the employee to set SMART goals and revisit their progress toward those goals frequently.
- Determine timing and structure. Consider when and for how long the rotation should occur and whether it should be part- or full-time. Use the rotation’s purpose and goals and the questions below to help guide these decisions.
| Timing | Structure |
|---|---|
| Does the employee’s primary position have busy seasons you should avoid? Does the rotational position have busy seasons you should avoid or lean into? How long do you estimate it will take the employee to onboard and become comfortable in the position? What amount of time would allow for meaningful learning and contribution? What amount of time would be disruptive to the employee’s primary position/organization? | What challenges will a part-time rotation present (e.g., managing workload)? What challenges will a full-time rotation present (e.g., temporary vacancies)? What percentage of time would allow for meaningful learning and contributions (e.g., 75% rotation – 25% primary role)? How might timing and structure interact (e.g., shorter full-time rotation, longer part-time rotation)? |
Discuss the rotation’s timing and structure with the employee and their primary supervisor. Be flexible about these elements when possible, but careful not to compromise the purpose and impact of the rotation. These programs are investments that require commitment to see return.
- Plan the transitions. Give thought to the employee’s transition in and out of the rotation. Create a transition plan that includes timing, identifies who will help cover primary duties and what training and resources they require, and lays out initial meetings in the employee’s new role. Consider whether gradual transitions would best serve the employee, their primary department, the rotational department, and the purpose of the rotation.
- Prepare training and resources. Identify what training and resources will help the employee succeed in their new role. Assign an onboarding “buddy,” “mentor,” or “ambassador” to provide the employee a point of contact for questions that may arise. After the employee has spent some time in the role, ask them what resources would have been helpful to their transition or would support their daily tasks. You can use this information to enhance your program and, where appropriate, have the employee help create the resources as part of their development.
- Establish lines of communication and feedback mechanisms. Schedule regular meetings between the employee and their rotation supervisor. These check-ins will provide a formal opportunity to discuss workload, progress, and experiences.
- Consider possible outcomes. Determine what outcomes are on the table so you can proactively communicate them. Is there an opportunity for the employee to extend their rotation or move into the role permanently if they are interested? This information can help shape how the employee approaches the rotation.
- Communicate progress and outcomes broadly. Don’t let what happens in the developmental rotation stay in the developmental rotation. Share information about the program in the organization’s newsletter, a Teams channel, or via an email listserv to demystify the process and build interest from future participants. To put a satisfying bookend on the rotation, provide the employee with forums for sharing their experience and learnings (e.g., blogs, informal lunch and learn).
Conclusion
When thoughtfully planned and executed, developmental rotations can help organizations engage their employees and develop and retain well-rounded, agile talent.
[1] https://www.wseas.com/journals/bae/2023/b585107-2038.pdf
[2] https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx
Risa Witherow is a Senior Consultant at FMP Consulting with several years of experience working with clients in the public and private sectors to improve the functioning and effectiveness of their organizations and enrich the experiences had by their employees. She earned an M.A. in Industrial/Organizational Psychology and a B.S. in Communication Studies and Writing from Middle Tennessee State University. Risa began a developmental rotation with FMP’s Business Development team in October 2023.