But, as with all organizations, providing attractive employment options tends to increase overall employee satisfaction. And while job rotation is seen as a development benefit, moving people around the organization isn’t required of every employee. In fact, one of Lilly’s strongest points in recruiting potential employees is its reputation for job rotation. While job rotation isn’t a formal “program” at Lilly, rotating employees from job to job has, for many years, been viewed as an integral part of the company’s culture of professional development. Following is the data-and reasoning-to prove why it can be a valuable tool in helping employees gain the right skills and experience for today’s competitive business environment.Įli Lilly and Company uses job rotation more than most other large organizations. The study confirmed that job rotation can-and should-be used as a proactive means of enhancing the value of work experience for the goals of training and development. As the director of executive development for Indianapolis, Indiana-based Eli Lilly and Company and the professor of HR management at West Lafayette-based Purdue University, we both have a strong interest in the theory, practice and effect of job rotation on today’s workforce. In 19, we conducted a study using Eli Lilly and Company as a test case to find out exactly what relationships there were between moving people to different jobs and their overall training and development. But now there’s more than intuition on which to build our knowledge about the benefits of job rotation. Until now, however, little objective data has been collected about how rotating individuals’ work experiences contribute specifically to employees’ training and development. It gets workers-especially management and pre-management employees-new skills and work experiences, it creates openings for newcomers and last, but not least, it increases the knowledge base of an organization which usually translates directly into a more competitive company. Up until now, we’ve intuitively known that it’s good for both employees and employers to move people around an organization. For years, companies have been using job rotation, the systematic movement of employees from job to job within an organization, as a way to achieve many different human resources objectives-for simply staffing jobs, for orienting new employees, for preventing job boredom, and, finally, for training employees and enhancing their career development.
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