What is the rotation system? Why should the rotation system be implemented?

There's an old saying in China: Running water does not rot, and a family does not bite. Anyone needs challenges and freshness in his work and life. If you do something for too long, it will become inert, and in the long run, it will stagnate or even be decadent.

In enterprises, there are often some phenomena: employees in various departments can't understand each other, and they blame them if something goes wrong; Some employees are very enthusiastic when they are newly assigned to a job. They can learn consciously and actively, actively accept new things and actively promote reform and innovation. After working for a period of time, they gradually mastered the work skills and improved their proficiency, but their initiative in work and study declined. After working in this position for two or three years, people become very conservative, unwilling to accept improvement and innovation, and even muddle along at work. The employees in every position in the enterprise seem to be irreplaceable, and the positions are too dependent on employees. Once an employee leaves his job due to leave or resignation, his work will be completely paralyzed, causing economic losses to the enterprise. Employees have been engaged in heavy and monotonous work for a long time, and there is always no hope of promotion. They think that they have no room for development in the enterprise, and they are very tired of their daily routine work, so they can only choose to change jobs.

Faced with the above problems, many enterprises can't solve them, which leads to lax work and low personnel performance, which makes enterprises stagnate and hinders their development. However, some excellent enterprises responded positively and introduced many policies and systems to solve these problems, which eventually brought development to enterprises. Among them, the "post rotation" system solves these problems well and is one of the most effective methods.

Rotation system has become an effective way for enterprises to train talents. It is understood that at present, in some large high-tech enterprises and famous foreign companies, many companies implement job rotation system. Huawei, Siemens, Ericsson, Kodak, Haier, Nortel Networks, Lenovo, BenQ and other companies have all successfully rotated jobs within the company or between multinational branches.

In order to introduce competition and selection mechanism into human resource management, Huawei has established a rotation system. Its top leaders are based on the consideration that it is difficult to retain talents simply by relying on material rewards, because the personal material level of employees has improved with the passage of time, and the reward effect of salary is gradually decreasing. Rotation provides space for career development and retains outstanding talents. In the view of employees, in the process of job-hopping, they not only enjoyed the freshness and fun of job-hopping, but also learned a lot from it, which is of great benefit to their future career development. To this end, Huawei has established a labor market within the company to promote the rational flow of talents and realize the rational allocation and activation potential of human resources through job rotation. They also clearly stipulate that senior, middle and middle managers must be forced to rotate their posts.

Generally speaking, for the rotation system and enterprises, rotation can not only cultivate a large number of excellent compound talents, but also have low cost and low risk. Make full use of the advantages of enterprise management, cultivate management talents with cross-professional, cross-industry, cross-enterprise and cross-cultural management ability and work experience, and lay an intellectual foundation for the sustainable development of enterprises.

For employees, job rotation is undoubtedly an effective way of career planning. Through job rotation, employees can find jobs suitable for their own development, stimulate their potential and enhance their value.

Looking at the "post rotation system" again, we have to say that it provides us with a good management idea in talent training, which is worth learning from.

At the same time, looking at the company's personnel training in recent years, it is found that as early as a few years ago, the company rotated the positions of management cadres in the sales system and achieved good results. This shows that the company has attached importance to the positive role of "job rotation" and has been well applied. However, it is only running as a non-institutionalized system, and it has not formed a standardized system to be solidified, but has been fully promoted.

On the other hand, with the flattening of the company structure, the promotion route within the company is getting shorter and shorter, and there are fewer and fewer senior positions, and the promotion opportunities of management cadres and employees are correspondingly reduced. In this way, if employees are engaged in the same job for a long time, there is always no hope of promotion without new job content. They think that they have no room for development in the enterprise and will have job burnout, which will naturally affect their work enthusiasm and performance. Then a mechanism is needed to solve these problems.

In view of this, referring to Huawei's excellent practices, in order to improve the quality of employees, enhance the vitality of enterprises, cultivate multi-functional talents with one post, improve the efficiency of talent training and ensure the effect of talent training, it is suggested to implement the "post rotation system" throughout the company. Here, the specific practices, implementation process, problems that should be paid attention to and the value brought to the company are described as follows:

I. Rotation of management cadres:

It can be divided into two periods: at the initial stage of implementation, the horizontal rotation of management cadres can be mainly carried out within the departments at all levels of the company. For example, in the financial department, the department managers of accounting department, financial management department, fund management department and fund operation department can rotate their posts within a certain period of time.

When the time is ripe, the positions of management cadres can be rotated vertically between departments at all levels. For example, according to the needs of the work, the manager of a secondary department in the headquarters is transferred to the sales series (this rotation involves many problems, and possible problems need to be effectively avoided before the transfer).

In this way, on the one hand, the horizontal and vertical post rotation system of management cadres can be used as a supplement to the stepped promotion system of management cadres, so that management cadres can accumulate rich work experience in different types of management positions, which is an incentive. At the same time, with the expansion of work content and scope, they will have greater decision-making power, undertake greater responsibilities, get more training opportunities that are helpful to their careers, and gain novelty and challenge in their work, which will become a very effective means to motivate and retain talents to a certain extent.

On the other hand, we can introduce fresh blood to a certain extent, stimulate innovative ideas, promote the rational flow of talents, activate the potential of management cadres, let management cadres at all levels experience the work of other departments, think about problems from a higher and broader perspective, form empathy, increase the spirit of cooperation, better grasp the overall strategic objectives of the company, and then become strategic talents and compound talents.

Thirdly, for those management cadres who are not competent enough but are relatively integrated with corporate culture, they can be given a chance to rotate their posts to see if they still have potential to tap. If they still can't meet the requirements of the enterprise, they can be dismissed or persuaded to leave.

Second, for employee-level job rotation:

It can be divided into three periods: in the initial stage of implementation, horizontal rotation of different positions can be mainly carried out within the secondary departments. For example, in the curriculum development department of the school of management, the curriculum development post Commissioner can be transferred to the lecturer management post Commissioner, and the lecturer management post Commissioner can be transferred to the training institution to implement the post Commissioner.

When the time is ripe, vertical rotation can be carried out in different departments and positions within the first-level department where the second-level department is located. For example, within the human resources department, employees in the recruitment department can be transferred to the performance appraisal department, and employees in the performance appraisal department can be transferred to the employee relations department (of course, possible problems need to be effectively avoided before transfer).

When the company needs it, it can vertically rotate employees' positions between departments at all levels (this kind of job transfer involves many problems, and it is necessary to effectively avoid possible problems before job rotation).

In this way, through the horizontal and vertical job rotation system, on the one hand, it can supplement the step-by-step promotion system, enrich employees' work experience, make them feel fresh and challenged in their work, and broaden their career paths.

On the other hand, job rotation allows people in different positions to experience the work of other departments, strengthen communication and understanding between departments, think about problems from a higher and broader perspective, form empathy, and eventually become strategic talents and cultivate the spirit of cooperation between departments.

Third, reduce the dependence of posts on individuals. Because, in an enterprise, employees will be fixed in one position. After a long time, everyone will only know what they are doing, but they don't know or care about other people's work. If the employee of a certain post leaves his post temporarily, it will cause the stagnation of his work and cause economic losses to the enterprise. Through rotation, many positions are equipped with "substitute players", so there is no need to worry about the work interruption caused by the temporary departure of employees, and at the same time, a group of all-round talents have been created.

Combining the rotation of the above management cadres and employees, we can find that the rotation system has brought us many benefits. In the process of job rotation, employees can know what kind of jobs they are suitable for, and management cadres also have the opportunity to find talents and maximize the rational allocation of human resources.

However, if the rotation design is not good, there will be many problems, which will lead to vicious talent competition between departments and affect the work of others. Therefore, it is necessary to establish a rotation system and change non-institutionalized rotation into institutionalized rotation. The principle of rotation, the positions that can be rotated, the implementation method of rotation and the supporting and evaluation measures are clearly put forward in the system. At the same time, it is required that the transfer-in department and the transfer-out department should cooperate with each other during the rotation: the transfer-out department should change its concept and reserve successors; However, if you transfer to a department, you must keep a normal mind and implement induction training.

To sum up, as long as the internal rotation system is well designed and operated, the advantages will always outweigh the disadvantages. It is believed that with the intensification of talent competition in enterprises, internal rotation will play an active, effective and outstanding role in talent training and incentive, and will greatly improve the core competitiveness of enterprises.