Seizing The Opportunities Of A Transfer Most people do not like change at work, and restructures and mergers and acquisitions are all generally big no-nos for employees. In order to combat this change-adverse attitude, many companies are increasingly offering job rotations as part of their learning and development efforts, where employees are transferred to different departments, branches or even countries. “In this case, HR needs to market the job transfer in a way that makes it appealing and reassuring to the employee,” said Darke Sani, group chief HR officer and head of organisational development at Axiata Group Berhad. According to Sani, HR needs to be transparent in implementing lateral job rotation, and the reasons and benefits must be communicated clearly. “People need to understand that it is an opportunity for development and not a demotion. This needs to be consistently communicated to all staff to avoid any misunderstanding,” he added. Past records speak louder than words. Employees may be more receptive to a new role with a policy of return, especially with current leaders who have gone through the same rigour. “In Axiata, people return from a secondment with bigger challenges and sometimes even a promotion, depending on their performance.” Job rotation and secondments are part of an individual’s growth. Though it may not be a promotion, employees often look at this as a larger opportunity. “Employees get to experience new roles, cultures and environments with the same company and also experience a different job scope and pick up new skills. All these are great opportunity for growth,” said Sani. However, not everybody has the capacity to be mobile. Some employees with more personal commitments, such as family, may find it difficult to move to a new country in a secondment. HR needs to be able to establish a solid programme that will be able to benefit all types of employees.
Posted on: Thu, 05 Sep 2013 00:57:41 +0000
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