Friday, October 15, 2010
Job Rotations: Too Fast?
Generally, I'm a proponent of developing leaders within an organization by rotating individuals through a series of increasingly challenging assignments, particularly early in their career. However, some firms' practices concern me, because they seem to move people at a very rapid pace. Why worry about fast rotations? As people advance in their career, they work on increasingly complex projects. These projects, from conception to complete execution, often take quite some time. If their job rotation is too short in duration, then individuals may not see a plan that they conceived all the way through to completion. In that type of situation, we may actually not be maximizing their learning and development by moving them on to a new assignment so quickly. Moreover, it may become very difficult, if not impossible, to judge their performance, if they have moved on before an project has been implemented fully. To some extent, then, fast rotations encourage and reward people with big ideas, but don't actually examine whether they have the skills and capabilities required to translate those ideas into action.