Dramatically Improving Job Rotations and Internal Movement - Best Practices and Approaches

Overview:

Even with tight HR budgets, CEO's continue to expect employee motivation and development to be maintained and even increased. When corporate revenues are down or stagnant, talent managers typically shift their focus away from volume hiring to developing and improving existing employees. There's little argument that job rotations, stretch assignments and other forms of internal movement are some of the most effective development, motivation and retention tools available.

Unfortunately, in many organizations these internal movement programs are antiquated and ineffective. In a highly competitive and fast changing business world, firms need to be agile. One of the most effective ways for increasing agility is proactively moving talent away from areas where they have a low business impact into areas where they can have a much higher ROI and business impact.

Why should you attend:

• The number one area where CEO's expect improvement is talent management. They expect increased workforce productivity and innovation but they want those results without having to invest new dollars.
  
• In a fast-changing world, agility is essential. One of most effective ways of making an organization agile is by developing the capability of moving talent within the organization to areas where it can have a higher business impact.
  
• Most corporate internal movement programs are 20th-century models that are ineffective in an environment with virtual jobs, social media and a global reach.
  
• There is plenty of corporate evidence demonstrating that up to 75% of employee learning occurs "on the job" yet as much as 80% of the development budget is spent on courses and classroom training.
  
• Large and global organizations have found that there is almost no movement between distinct business units and geographic regions. Modern internal movement programs can dramatically increase that inter-business movement.
  
• There are many business benefits that come from speeding up internal movement. Internal movement provides employee development, best practice sharing, and increasing collaboration and innovation.
  
• The introduction of new job rotation models now allows organizations to "move" individuals between projects without physically relocating the person or changing their job title.
  
• Providing employees with increased opportunities to be challenged and learn are major motivation and retention boosters.
  
• Most internal movement programs are "passive", meaning that they rely on the employee to take the initiative to consider a move. The new approaches are more targeted and proactive, so that the "right people" are redeployed to the "right project" in the "right business unit".

Areas Covered in the Session:

• Common problems with existing internal movement processes
  
• The many benefits of improving internal movement
  
• The wide range of job rotation options available
  
• Convincing executives and employees to adopt new internal movement approaches
  
• The benchmark firms and best practices
  
• Ways to convince individuals to participate
  
• Metrics for measuring internal movement effectiveness
  
• How technology and social media are game changers

• Chief Talent Officers
  
• The VP of HR
  
• Directors of Leadership Development
  
• Directors of Development, Training and Learning
  
• Directors of HR
  
• Directors of Redeployment
  
• Talent Management and HR Strategists
  
• Directors of Talent Management
  
• Business Partners, HR Generalists and HR professionals involved in Talent Management
  
• Talent Management Consultants
  
• Operational Managers