Comments on: Speeding Up Rotations and Internal Movement for Development, Retention, and Profit (Part I) http://www.ere.net/2009/05/12/speeding-up-rotations-and-internal-movement-for-development-retention-and-profit-part-i/ Recruiting News, Recruiting Events, Recruiting Community, Social Recruiting Tue, 14 Feb 2012 01:03:49 +0000 hourly 1 http://wordpress.org/?v=3.2.1 By: Speeding Up Rotations and Internal Movement for Development, Retention, and Profit (Part VI) : ERE.net http://www.ere.net/2009/05/12/speeding-up-rotations-and-internal-movement-for-development-retention-and-profit-part-i/comment-page-1/#comment-13003 Speeding Up Rotations and Internal Movement for Development, Retention, and Profit (Part VI) : ERE.net Mon, 22 Jun 2009 09:20:10 +0000 http://www.ere.net/?p=7928#comment-13003 [...] note: This is the fifth installment in Dr. Sullivan’s series. Here are Part 1, Part II, Part III, Part IV, and Part [...] [...] note: This is the fifth installment in Dr. Sullivan’s series. Here are Part 1, Part II, Part III, Part IV, and Part [...]

]]> By: Speeding Up Rotations and Internal Movement for Development, Retention, and Profit (Part V) : ERE.net http://www.ere.net/2009/05/12/speeding-up-rotations-and-internal-movement-for-development-retention-and-profit-part-i/comment-page-1/#comment-12812 Speeding Up Rotations and Internal Movement for Development, Retention, and Profit (Part V) : ERE.net Mon, 15 Jun 2009 08:16:27 +0000 http://www.ere.net/?p=7928#comment-12812 [...] note: This is the fifth installment in Dr. Sullivan’s series. Here are Part 1, Part II, Part III., and Part [...] [...] note: This is the fifth installment in Dr. Sullivan’s series. Here are Part 1, Part II, Part III., and Part [...]

]]> By: Speeding Up Rotations and Internal Movement for Development, Retention and Profit (Part IV) : ERE.net http://www.ere.net/2009/05/12/speeding-up-rotations-and-internal-movement-for-development-retention-and-profit-part-i/comment-page-1/#comment-12616 Speeding Up Rotations and Internal Movement for Development, Retention and Profit (Part IV) : ERE.net Tue, 09 Jun 2009 11:01:30 +0000 http://www.ere.net/?p=7928#comment-12616 [...] note: This is the fourth installment in Dr. Sullivan’s series. Here are Part 1, Part II, and Part III. Next week, installment five of this series will address tools and tips you [...] [...] note: This is the fourth installment in Dr. Sullivan’s series. Here are Part 1, Part II, and Part III. Next week, installment five of this series will address tools and tips you [...]

]]> By: Speeding Up Rotations and Internal Movement for Development, Retention, and Profit (Part III) : ERE.net http://www.ere.net/2009/05/12/speeding-up-rotations-and-internal-movement-for-development-retention-and-profit-part-i/comment-page-1/#comment-12489 Speeding Up Rotations and Internal Movement for Development, Retention, and Profit (Part III) : ERE.net Mon, 01 Jun 2009 10:01:06 +0000 http://www.ere.net/?p=7928#comment-12489 [...] note: This is Part III in Dr. Sullivan’s series. Here are Part 1 and Part II; next week in the conclusion to the series, look for best practices and program [...] [...] note: This is Part III in Dr. Sullivan’s series. Here are Part 1 and Part II; next week in the conclusion to the series, look for best practices and program [...]

]]> By: Speeding Up Rotations and Internal Movement For Development, Retention and Profit (Part II) : ERE.net http://www.ere.net/2009/05/12/speeding-up-rotations-and-internal-movement-for-development-retention-and-profit-part-i/comment-page-1/#comment-12295 Speeding Up Rotations and Internal Movement For Development, Retention and Profit (Part II) : ERE.net Mon, 18 May 2009 08:00:41 +0000 http://www.ere.net/?p=7928#comment-12295 [...] week, Part 1 of this series introduced a number of pain points that render most corporate approaches to managing internal [...] [...] week, Part 1 of this series introduced a number of pain points that render most corporate approaches to managing internal [...]

]]> By: ERE.net: Speeding Up Rotations and Internal Movement for Development, Retention, and Profit (Part 1) | Distributor's EDGE http://www.ere.net/2009/05/12/speeding-up-rotations-and-internal-movement-for-development-retention-and-profit-part-i/comment-page-1/#comment-12255 ERE.net: Speeding Up Rotations and Internal Movement for Development, Retention, and Profit (Part 1) | Distributor's EDGE Thu, 14 May 2009 16:28:36 +0000 http://www.ere.net/?p=7928#comment-12255 [...] employees’ skills, improve their ability to retain skilled workers, and increase profit. ERE.net Excerpt: There is little argument that job rotations, stretch assignments, and other forms of internal [...] [...] employees’ skills, improve their ability to retain skilled workers, and increase profit. ERE.net Excerpt: There is little argument that job rotations, stretch assignments, and other forms of internal [...]

]]> By: Joseph Murphy http://www.ere.net/2009/05/12/speeding-up-rotations-and-internal-movement-for-development-retention-and-profit-part-i/comment-page-1/#comment-12214 Joseph Murphy Tue, 12 May 2009 13:03:30 +0000 http://www.ere.net/?p=7928#comment-12214 Metrics for Movement Thoughtfully developed descriptions and contrasts John. To align with and extend your metrics supported approach I offer the following metric - time to impact. In larger organizations where there are a small number of jobs with significant populations, it is possible to do servo-analytics on internal candidate data and performance curves. In other words - what known variables in individual competencies correlate to a range of job outcomes. For example, in one recent study we discovered time-to-impact was about 2 years. The complexity of the job required several business cycles to understand the 'system', hone decision making, make changes that impacted productivity, etc. Conversely, the organization had an artificial rotation threshold of 2 years. Thus, just when an individual was getting their business firing on all cylinders, they would get yanked out of the job. As such, the organization was not taking advantage of the effectiveness and efficiency the manager had achieved. The ability to leverage the recently achieved levels of performance was reduced by the behaviors of a newly installed manager. The outcome of the servo-analytic study was three fold: 1) identify which competencies correlate to time-to-impact, 2) extend the time in this particular rotation, and 3) examine performance support to develop methods aimed at accelerating time-to-impact. Rotation speed should not be for speed’s sake. Rotation should add value. Thoughtfully applied metrics provide evidence to support decision making and staffing process improvement. Joseph P. Murphy Shaker Consulting Group, Inc. Developers of the Virtual Job Tryout® Metrics for Movement
Thoughtfully developed descriptions and contrasts John.
To align with and extend your metrics supported approach I offer the following metric – time to impact.

In larger organizations where there are a small number of jobs with significant populations, it is possible to do servo-analytics on internal candidate data and performance curves. In other words – what known variables in individual competencies correlate to a range of job outcomes.

For example, in one recent study we discovered time-to-impact was about 2 years. The complexity of the job required several business cycles to understand the ‘system’, hone decision making, make changes that impacted productivity, etc. Conversely, the organization had an artificial rotation threshold of 2 years. Thus, just when an individual was getting their business firing on all cylinders, they would get yanked out of the job. As such, the organization was not taking advantage of the effectiveness and efficiency the manager had achieved. The ability to leverage the recently achieved levels of performance was reduced by the behaviors of a newly installed manager.

The outcome of the servo-analytic study was three fold: 1) identify which competencies correlate to time-to-impact, 2) extend the time in this particular rotation, and 3) examine performance support to develop methods aimed at accelerating time-to-impact.

Rotation speed should not be for speed’s sake. Rotation should add value. Thoughtfully applied metrics provide evidence to support decision making and staffing process improvement.

Joseph P. Murphy
Shaker Consulting Group, Inc.
Developers of the Virtual Job Tryout®

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