In part one of this three-part series we explored the benefits of job rotation. These include improved productivity, bolstered employee motivation and job satisfaction, as well as reduced musculoskeletal problems.

In this article, we take a look at the factors that impede the introduction of job rotation programs, as well as how to get employees on side.

Job rotation is typically most successful in organisations prepared for change. It is often most readily applicable in large organisations and organisations where there are a range of jobs that have similar features.

Job rotation is also more likely to be utilised in organisations where a high level of training is not required to complete each specific job, or where jobs don’t require high levels of precision skills.

For example, it would be difficult to rotate people through an accounting role, where across-the-board training in the use of bookkeeping software and financial systems would be required. On the other hand, teaching people how to operate various machines can be more straightforward, particularly when they are familiar with the workings of similar machines.

Barriers to the introduction of job rotation include:

• Resistance from differing groups in the organisation, such as:
  • Experienced staff who’ve worked in the role for many years and do not wish to be trained and move into other roles. There may also be resistance from people who have a sense of ‘ownership’ of their role or machine.
  • Management, who may be concerned about the initial costs of the job rotation program being introduced. These include the costs of training, and downtime and reduced productivity while staff are trained in new roles.

• Limited rotational options. For example, there may be only four machines in a particular area, which all operate in a similar manner. The activities on each machine may be too similar, so that even though staff can rotate between the machines, the quality and variation of the rotation is poor. This can run counter to the goals of job rotation of improving employee health and engagement.

• Differing skill levels among staff, leading to differential training requirements.

• A unionised environment may impede job rotation between different classifications, particularly if it involves moving across union lines.

• Pay and benefit levels may impede job rotation. If an individual working in a slightly different role within a department is paid at a higher level, introducing job rotation may require staff salaries to be reviewed and adjusted.

• Employee perceptions about the reasons why job rotation is being introduced. If staff consider that job rotation is being implemented to control their workflow, with increased scrutiny of staff, there may be resistance to moving into the job rotation system.

• Medical restrictions placed on some staff can impede rotation. For example, an employee who has worked at an organisation for 10 years has a lower-back problem. They are currently working within their doctor’s restrictions by performing a less-demanding job, not involving any requirement to lift over 7kg. A new job-rotation program is being introduced and involves machines that may require lifting up to 12kg on a regular basis. How will this person be dealt in the new job rotation system?

Employee ‘buy-in’

Employee ‘buy-in’ is an important ingredient in job rotation. Some organisations have asked their staff whether they wish to have rotation introduced. There may be value in this. However, if your organisation is committed to job rotation, it is preferable to inform employees rotation is going to be introduced rather than seek permission. How would you implement the job rotation system if they say they don’t want it?

Ways of improving employee buy-in include:

• Advanced notice of the company’s plans to introduce job rotation;
• A clear outline of any steps that will be undertaken to introduce the rotation;
• Asking staff to report concerns or problems, and addressing those issues; and
• Informing staff of the reasons why job rotation is being introduced. E.g. to reduce musculoskeletal injuries, to improve job satisfaction, etc. Informing employees of the benefits of job rotation is also important; using examples from other organisations where it has been successfully introduced can help.

Securing employee buy-in involves letting them know why and how the system will be introduced. It involves getting employees to report or discuss any concerns and dealing with those concerns.

It may involve one-on-one discussions with change leaders in the organisation. That is, it may be worthwhile discussing job rotation with people who are well respected and will be listened to on the factory floor. Getting employee buy-in may also involve discussions with the union in advance of discussion with employees and addressing their concerns.

Employee buy-in is likely to be improved if they understand how the change will come about. Which staff will be affected? What is the timeline of introducing the new system? What will happen if problems arise? Specific staff may have concerns about the individual situation, such as how they will perform other duties with their sore shoulder. Each situation needs to be addressed on its merits; ignore an employee's concerns at your peril.

It's also important to communicate to staff the organisation's reasoning. It's unhelpful to introduce job rotation to improve productivity, but then to tell staff it's about their well-being. It’s better to be straight with them from the outset. Staff typically understand management’s approach; not being straight with employees will result in reduced trust and the reduced likelihood that a new job rotation program will be successful.

Once the organisation's aims and objectives are clarified, letting staff know that job rotation will be introduced and why it is going to be introduced is important. This may be communicated verbally, in writing, or through a combination of the two. Having supervisors buy-in is also an important element. It's going to take quite a bit of supervisor time to set the system up, and if they don't have the time and commitment, the system may be doomed before it starts.

Introducing job rotation within one particular area as a pilot is recommended. That way, staff can see success, and they're more likely to be interested and involved if rotation is introduced in other areas. It also offers the organisation a chance to see problems that might occur, such as resistance from staff, and work out ways of dealing with barriers within a small section of the organisation.

There will also be lessons learned from introducing the system in one area, and that knowledge can be applied when job rotation systems are introduced more broadly.

In part 3, we look at the key elements of implementing job rotation in your workplace.