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STUDY
ON
JOB ROTATION

SUBMITED BY:-RAKESH KUMAR MAHARSHI


ROLL NO.-7NBMM064

INTRODUCTION& COMPANY PROFILE

 Step 1 – Design
 Step 2 – Fabrication
 Step 3 – Profiles
 Step 4 – solutions
 Step 5 – Project managements
 Step 6 – Events
 Step 7 – Stages
 Step 8 – Setups

Z & ZSPECIAL EVENTS GALLERY - features special events across the country.
Our list of special events is extensive throughout the special events industry.
ACME supports industry professionals and event planners as a direct resource.

Z & Z Design Group Design Project Management

Our highly professional team of directors will ensure your projects success in every
aspect of the production. we at acme will work with you and your team at any level
of the process. we offer a turnkey solution to all of our clients and industry
professionals based upon your overall project needs.
Our list of nationwide partners is available upon request.
• Budget Management
• Contract Negotiations
• Concert and Stage Production
• Sponsorship Outreach
• Celebrity Outreach
• Destination Management Services
• Public Relations and Marketing
• Brand Development
• Tour Management
• Tour Managers and Directors
• Technical Support

LITERATURE:-
Personnel do not always have to leave an organization in order to find a different, more fulfilling,
or more satisfying position. Many human relations processes such as job enlargement,
enrichment, restructuring, and rotation can be a means to an end. Whichever method or
combination of methods is chosen depends on both the management and the staff of the
organization. There are a number of articles dealing with job rotation in z&z company its deals
with his experience in a evnts & fabricatjon. They look at the advantages and disadvantages of a
two-year rotation of reference department supervisors.
JOB ROTATION
Job rotation is training and education in which the unemployed are educated and trained
continuously in order to replace employees in companies, during the time that they leave their
jobs for more education and training. The job – Rotation model is neither a simple market tool
enabling a solution to be found to the long-term unemployment of low-skilled persons, nor a
simple continuing training tool enabling firms to maintain and expand their employees’ skills
without holding up production. Job rotation links training policy and employment policy. It
enables a limited solution to be found to the big question of the relationship between training and
employment.
What is Job Rotation?
1.job enlargement :-It requires workers to move between different “jobs”, or more usually
workstations, usually at fixed times. Job enlargement increases the variety of tasks built into the
job, may involve taking on more duties and usually adds variety to a person's job. Teamwork
involves the team in the planning and allocation of the work. Each team member carries out a set
of operations to complete the product, allowing the worker to move between tasks.

2.Engineering solutions:- In a hierarchy of hazard control measures, job rotation is classed


as an administrative control, thus ranking behind engineering controls but a head of person
focused interventions and personal protective equipment. It is not uncommon for Health and
Safety regulations to emphasis that job rotation is a temporary control measure until engineering
controls can be instituted. It is not desirable that “bad” jobs are be hidden in the rotation, they
should be fixed.

3.psychosocial and physical benefits:-: Benefits included offering increased social


interaction and collegiality between workers, variability and a break from monotony, and the
opportunity to increase skills and versatility, potentially making workers more valuable,
marketable, and hence more secure in their job. Job rotation can also offer physical benefits to
workers. These included decreasing the amount of time on physically demanding jobs, different
jobs offer changes, and gives workers the perception of physical relief.

4. psychosocial and physical negative features:-Workers may lose their sense of


mastery and feelings of competence if their job is placed in a rotation. The job and their skill-set
can no longer be considered special if “anyone” can do it. They lose their sense of ownership and
pride. As a result, there are feelings of job insecurity. Moreover, job rotation is threatening to
those who do not embrace change, re-training, or do not have a full understanding of all aspects of
the work. Workers with seniority may lose their “lighter” jobs in job rotation, and injured workers
with work accommodations may face peer pressure to overreach their physical limits. Job rotation
may be distributing the risky jobs to a wider pool of workers, leaving more workers.
The concept is quite simple Job Rotation supports company and staff development by
• providing vocational training for selected staff
• supplying and training unemployed women as workers to substitute for the staff released
on training leave Although a relatively new programme in Mumbai, the Job Rotation
concept is already helping to transform learning in the workplace. Currently, more than
3,000 companies India wide have participated in Job Rotation. Almost 90,000 employees
have received training and 20,000 unemployed people have trained as substitutes and re-
entered employment.
What is the Job Rotation Programme?
This programme has been specifically funded to get women back into employment. Simply put, it
enables unemployed women to gain employment so that other employees within the host
organization can be released for training.

Job rotation needs to have a staged introduction:


Exploration:- Job rotation should be initiated only after there has been an ergonomic
assessment and engineering solutions to musculoskeletal risk factors have been implemented. In
particular, it should be initiated only after the peak loads have been addressed. Job rotation can
work with jobs with similar levels of risk and difficulty. It can be used to provide variety in jobs
that are highly repetitive and monotonous or jobs that can be adjusted to different workers.

Planning:- The jobs, sequencing, and supervision should be planned to accommodate


foreseeable circumstances such as a range of training, skills, and capacities of workers in the
rotation sequence. The reintroduction of injured workers should in particular be considered.

Training:- An important and often forgotten requirement is the need for retraining. There needs
to be an adequate training and a phase-in time.

Implementation:- There is the potential for a decrease in quality and productivity at start up,
and initial difficulties in formalizing the schedule. These need to be planned for.

Evaluation: -It is important to treat each new job rotation as if it was a pilot study. Given the
difficulty of performing controlled evaluations of job rotation effectiveness in each workplace, it
is suggested to measure a baseline of what the situation was like before the rotation (injuries, ,
worker satisfaction, absenteeism, etc.) so that you can have a before and- after picture of the
effect. Another way to assess the effectiveness would be to monitor the effect on the workers who
were being rotated out of the “easy” jobs; use them as the “canaries” to make sure that the rotation
was not increasing output. After implementation, listen to feedback to modify the process.

Why Job Rotation?


'Can't get a job without experience, can't get experience without a job' ,
Benefits for Companies
Investment in staff development is a major key to survival and growth, but carries a cost in terms
of releasing key staff and finding the right training. Job Rotation provides tailored training for
staff of small and medium sized enterprises, whilst providing a replacement worker to cover
whilst existing employees are released on training.
Benefits for Company Employees
Company employees will improve their knowledge, skills and qualifications through
supplementary training and general education, increasing effectiveness in their role and improving
job security
Benefits for the Wider Economy
Job Rotation meets three separate but interrelated needs of the local economy.
1. Tackling unemployment
2. Encouraging business development trough staff training and learning
3. Promoting Lifelong Learning
For Job Rotation Trainees:
As part of your pre-employment training you will be provided with the following nationally
recognised qualifications:
• Employment Skills level
• Basic Computing
• Communication Skills
• Application of Number

These were some of the comments from past trainees who have been successful with Job
Rotation;-
DEPIKA MALHOTRA, A Job Rotation Trainee who has successfully secured
employment after her six month placement, said "After taking part in the training programme I
felt a lot more confident going into employment, as it gave me experience of filling in application
forms and practical help for going to interviews".

RAJVEER SHARMA, Another trainee, agreed saying, "The Job Rotation Programme gave me a
good opportunity to get some qualifications and an opportunity to get a good job."
Job Rotation Trainee said, "I feel I have fitted in well into Belfast Carers, the Job Rotation
Programme gave me the opportunity to gain invaluable skills and qualifications to get started on
the career ladder."
For Employers:-
In the past two years we have worked with 28 employers from around the province and from
different sectors. Here's what a few of them had to say about Job Rotation;

Mr. SAYAD HAYJAB (Managing Director of the Z&Z CO.) said, "The programme proved to be
an invaluable resource at a time when the business was undergoing rapid expansion. The Job
Rotation Programme assisted me to provide ICT training for staff on a new computer system
which had been implemented and the Job Rotation Trainee provided the necessary cover."

FAYAJ AHMAD,( Director OF Z&Z CO.) has described the project as a "win win opportunity, it
gets people back into work, and it motivates our staff and develops their skills which boosts
business. Job Rotation goes some way to solving the skills shortage in our business."
Job Rotation Z&Z has been in existence since 2002 and was reviewed in July 2005 and
implemented with effect from Annual 2007. Keeping the present industry scenario, talent exodus
from the organization, large scale discontent among the employees as well as the deterioration in
the performance of assets, plants and individual in focus.
Z&Z Management have realized that the scheme has not been able to achieve the desired
objectives as intended in the scheme. The main objective of the policy,as envisaged by the
management, was to have planned movement of employees to meet operational or administrative
requirement of the organization, developing multi – dimensional knowledge and skills of
employees, enabling employees to develop their own career path and providing flexibility in
pursuing specialist tasks. Most of the envisaged objectives have not been met by the policy.

Drawbacks
Job rotation which should have been a major outcome after implementation of the policy has
taken a back seat and the process of skill development and enhancing the knowledge base has
remained only in papers. Job rotation within the work center has not taken place at any of the
work center. Employees could not plan their own career path as envisaged in the policy.

Recommendations
1. Though the aims and objectives of the scheme are perfect in the spirit but number of issues
resulting out of the present HR scenario has not been addressed in the scheme. Hence the We felt
that the scheme needs modifications and incorporation of certain clauses to address the envisaged
objectives as well as the present scenario and not a totally new scheme.
2. Job rotation within the work center:- It has been noticed that during the initial stages of
career Z&Z while posting an officer at 1st level has not created any mechanism for overall
knowledge development in a particular discipline.
3.A during the first 8 years of his/her career the officer needs to be rotated in at least 3 different
categories of the job categories for that particular discipline.
This can be done at work center level under the overall supervision of the head of that asset /
basin / plant/services. In certain cases it may require transfer even before the minimum number of
years at any work center, which may be done at the option of the concerned employee as
envisaged in Especially for Geophysicists in the area of acquisition, processing and interpretation.
For Officers, who have risen from the ranks starting from job rotation needs to be carried out,
keeping in mind the skills set that they have developed through their career.
4.The specialization and flexibility in pursuing specialist tasks specially in area of Direction
process Event & promotion design etc. needs to be pursued and a mechanism needs to be
developed for identifying such specialized tasks and the specialists. However committee is of the
opinion that only after an officer has gained experience through job rotation and working in at
least two sectors can be considered for manning specialist tag. And after he/she be developed as a
specialist for that particular specialist task..
Job Rotation Planing:-
Further before preparation of draft job rotation list, the views of members of concerned discipline
as nominated by concerned Director may be taken on the overall rotation list concerning to the
particular Director before putting up for approval.
The committee opines that recommendation of Key executives regarding retention of a particular
executive from this work center should be considered for one year only.This is being suggested so
that Key executive as part of his responsibility to develop a successor for that particular job
during this one year of retention period.
The representation against job rotation under all categories shall be up to Competent Authority
who is approving authority to rotate as per HR Manager instead of Executive Committee.
Accordingly HR excutive, after due deliberations keeping in view the aspirations of the officer’s
community, their talent, uniformity in opportunity as well as change of working environment,
proposes as under: Secondment for the overseas assignment should be strictly for a maximum
period of two years. No extension should be considered. This would help in healthy rotation of
officers and give chance to more executives to work in different environments.
The selection criteria need to be clearly defined and circulated as part of policy. job rotation
should be linked with transfer of employee. This is in order to give adequate exposure to
employee to take up new assignments at new place of posting on transfer. Executives who have
received specialized training should be posted to utilize the knowledge, skill and expertise gained
through these trainings.

General Points:-
1. The policy should be implemented in the right earnest and spirit. The guidelines of the policy
should be strictly adhered to.
2. The company noted that in large number of cases, especially in last three years, a large number
of officers have been promoted to corporate level without serving insector whereas many other
officers might have been denied their promotions on the very same ground. Hence the company’s
is of the opinion that such officers need to complete their tenure immediately to boost the morale
of the others.
3. In fact they should become the area for specialization and extended arms of operations/all
assets to aid in enhancement of performance.
5. The job rotation at various operational areas should not bebased on the level but on the basis of
their knowledge,experience, qualification and trade. For example theexecutives who have been
working at process platforms/plants surface team are being routed in different activities while
routed in Fabrication and has resulted in reduction in the performance. The tenure of Fabrication
does not allow the individual to acquire the knowledge within this time frame.

Success factors for job rotation:


Doesn’t work if you mix high risk jobs with low risk jobs
Doesn’t work well if your team has very difficult physical capabilities
Doesn’t work well for reintroduction of injured workers
Doesn’t work well if jobs are too similar
Needs a good overall safety climate

Strategic Employee Rotation


Planned, intentional employee rotation will have many positive effects on your business and
employees. Encouraging employees to rotate into different roles every few years contributes to
knowledge sharing, exposes workers to new challenges, and helps to develop employees' careers.
Part of running a successful business is understanding what it takes to remain innovative and fresh
with your ideas. Staying on top of the market, understanding your customer's needs, and more
importantly, understanding how to get the most out of your employees. Sometimes the latter
requires some innovation on your part. This is where employee rotation is important for
maintaining a hands-on approach to managing your company.
Employee rotation, as defined by answers.com is, "a practice which allows qualified employees to
gain more insights into the processes of a company and increase job satisfaction through job
variation". Plain and simply, employee rotation is a strategic approach to managing your
employees that keeps your company fresh, progressive, and successful.
A Change of Scenery Can Do an Employee Good
Experts recommend moving employees to a new role every two years. This length of aim
provides adequate time for your employee to gain experience and have an impact in the
position.Experts recommend moving employees to a new role every two years. This length of
time provides adequate time for your employee to gain experience and have animpact in the
position. After two years, the employee should be ready to move up a level from their role, or to
take their corporate knowledge and experience to another part of the company in a lateral move.
A strong familiarity with operations Do not look at employee rotation as a way to unload your
trash on someone else. If you have a bad employee, do not send them to another manager in your
company. Take the appropriate action to eliminate weak performers.
Employee Rotation as a Retention Strategy
Employee rotation is also a very reliable technique for improving retention. Employees who feel
stagnant in their job will passively search for a new job. Many recruiters target 'passive job
seekers' because they have fresh competitive knowledge. By encouraging rotation, you are
promoting personal growth and substantially reducing the chance that an employee will become a
'passive job seeker.' Employee rotation improves morale, increases your employees' effectiveness,
saves your company's recruiting dollars, and helps to keep your employees away from your
competition.
Employee Rotation Turns to Greater Productivity
Each time an employee rotates into a new role, he or she gets a new challenge and set of
responsibilities. The employee brings increased internal relationships, a new perspective and a
fresh drive to succeed. When those factors converge, your company receives a big boost from
within.
Another benefit is that the employee brings invaluable experience gained while in their previous
position with your company. Knowing how different functions of the company operate often
provides interesting insights into how the employee's new position can be more effective and
efficient.
Another benefit is that the employee brings invaluable experience gained while in their previous
position with your company. Knowing how different functions of the company operate often
provides interesting insights into how the employee's new position can be more effective and
efficient. If the position they are moving into was created, the employee can offer more ideas than
if they were brought in new. The end result is a pipeline of fresh ideas moving throughout your
company.
The goal is always to do what works best for your business. In most businesses, a defined
employee rotation program will substantially improve long-term success. Make sure your
employees understand their options and have easy access to internal job postings from various
departments of your company. If you have not yet instituted employee rotation, be proactive and
make strategic employee rotation part of your normal operations and business culture.
Can’t take a cookie-cutter approach
It is not a” silver bullet” to prevent : Job rotation is but one approach among a whole range of
strategies for preventing musculoskeletal disorders; it is not an instant solution to poorly designed
work and work organization.
It is very context-specific: Important ingredients for successful implementation of job
rotationinclude considerations of physical, psychosocial, organizational and engineering
factors.Asking this series of questions may provoke considerations of key issues:
Why is rotation being chosen as a control strategy? Have engineering solutions been considered
and is rotation a good solution for preventing musculoskeletal disorders?
Are there jobs in the proposed rotation sequence that have high demands (especially peak loads)
that could expose more workers to hazards?
Is rotation disrupting existing patterns of mobility that are beneficial? Is the rotation schedule
flexible enough to accommodate variations in production and staffing without compromising
other workers?
Are the staffing and training levels appropriate? Is there a plan for injured workers who need to be
accommodated without compromising other workers?
Quality Manager said "Having participated on previous employment programmes it had proved
difficult to get appropriate work ready people. However [our job rotation trainee] has exceeded
our expectations and has become a valued member of the team."

MAINA KALAL, Employee Coordinator said "We would like to take this opportunity to thank
you for support and for assisting us in finding team members. We found the Job Rotation scheme
to be a superb opportunity for our employees.

When asked what they want out of their job, a majority of Candidate say they want work that is
challenging and interesting. One way that employers can meet these aspirations is through
more flexible forms of work organization that provide more opportunities for workers to use
their skills, do a variety of tasks, and have more influence over their work. An example of this
flexible approach is job rotation or cross-training, that is, training employees in a range of tasks
and rotating them through different positions
Job Rotation: Rare in Firms of All Sizes
Job rotation and cross-training can benefit both employees and employers. Workers learn new
skills and face less boredom from performing similar tasks over and over. Greater variety and a
wide range of tasks make work more interesting and challenging. Job rotation and cross-training
can also benefit employers. Job rotation is believed to boost innovation by enabling workers to
apply knowledge of one task to others. Moreover, exposing employees to other types of jobs
within the firm promotes a better understanding of what others in the firm do and how each job
contributes to the whole. Finally, a multi-skilled workforce can more readily adapt to changing
markets.
As the above chart shows, relatively few employed Canadians engage in job rotation or cross-
training. While 15 percent say they "occasionally" participate in such workplace practices, only 6
percent report doing so on a "frequent" basis. This form of flexible work organization is slightly
more common among workers in large firms. For instance, those employed in firms of under 20
employees are least likely to be engaged in job rotation or cross-training, with 84 percent of them
indicating that they never do so, compared with 80 percent of workers in firms with 500 or more
employees.
Ms.MUSKAAN HR Manager of Z&Z CO.Says Job rotation is important Depending on position and
potential, we offer many employees the possibility of finding challenging and instructive jobs in different
parts of the organisation – all over the world.
On our internal job portal, employees have the opportunity to see all current vacancies in the global
organisation. This provides an overview of our many local and international job opportunities, and helps
employees plan their own careers.
We believe that each employee should be responsible for developing his or her own professional and
personal competencies and for seeking challenges in new positions. Ms.NAINA HR manager are
committed to helping employees evaluate their current jobs and future job possibilities. Dialogue takes the
form both of daily coaching and one-on-one appraisals.

Methods
company as practicing job rotation. Seven control variables were also used in this study: job
interval, age, gender, education, seniority, position, and salary.

Job rotation. After given the definition of job rotation as the lateral rotation of employees among
a number of different positions without changes in hierarchy and salary, respondents were asked:
“Does your company practice job rotation?” A positive answer was coded as 1 and a negative
answer was coded as 0.
Job interval. Respondents were asked: “On average how long you would stay in one position
before possibly transferred to another position in your company?” The answers were coded in
terms of number of year.

Objectives:-
Job rotation can lead directly to the accelerated development of new members of staff.
Cross-functional job rotation can be a powerful way of developing organizational high-fliers.
Enabling staff to work in different areas of the organization through cross-functional job rotation
and job swaps can contribute to knowledge retention and management by spreading individuals’
expertise more widely within the organization. Cross-functional job rotation and, to a lesser
extent, job swaps can contribute to the development of social as well as individual human capital
by establishing and developing new relationships across the organization.

Limitations
The return on investment in cross-functional job rotation for selected groups such as graduates
and high-fliers can be comparatively low without effective selection arrangements.
Cross-functional job rotation for selected groups can make considerable demands on the support
of the colleagues of participants. This can cause resentment where their support is provided for
those they perceive to be members of a privileged group or to be destined for higher things rather
than continuing to work alongside them as colleagues.
Job swaps are easier to organize and resource than a cross-functional rotation program, although
the potential scale and scope of the development opportunities are correspondingly smaller.

Conclusion
The results that employees of small companies in Mumbai think highly of job rotation. Hence, the
practicing of job rotation was associated with higher job satisfaction and higher training
evaluation by the employees. Another variable that is worth our attention is education, which had
negative and significant effects on both job satisfaction and training evaluation. That is, the more
educated employees were more likely to be unhappy in the work context and that they became
more critical about the training effectiveness of the companies. This is a problem the management
of Z&Z enterprises must think hard to solve because the employees nowadays receive much more
schooling than before. The findings of this study indicated that job rotation might be part of the
solution.
Traditionally job rotation has been linked to some obvious advantages, as mentioned previously.
As I’ve suggested: “Job rotation is certainly one of the most important learning methods, to my
mind the most important single one.” To date, job rotation programs can help a company meet the
challenges of a highly competitive environment and a flattening management structure:
At the organizational level, as empathy and understanding develop among the various positions,
job rotation program helps to bring about a durable outcome of the commitment of each employee
to the firm’s value base At the departmental level, management might use a developmental
rotation to reward good performance by employees, especially the ‘plateaued employee,’ instead
of a promotion or raise.
At the group level, job rotation makes members of a work group interdependent and thus
encourages teamwork. Everyone in the group is held responsible for carrying out essential job
functions of the group or team.

Questionnaire
This is an old and well-known method of collecting information. A questionnaire containing
the job is given to the employee. Some directions are given and the employee is asked to reply
the questions. Sometimes this method is known as self-analysis. In small firms, the number of
questions is limited. However, in big concerns questionnaire sometimes extends up to five or six
pages. Two types of questions are asked in questionnaire.
The following questions constitute the first part.
(a) Description of the job.
(b) What special knowledge is necessary for the job?
(c) How much experience is necessary for performance of the job?
(d) How much time does the employee have to work for successful performance of
his job?
The second part will include questions relating the following things.
(a) What is his daily work?
(b) What is his weekly work?
(c) What is his monthly work?
(d) The detail of his special duties, if any.
(e) Criticism of the job.

Observation
Instead of questioning the employees, her, the analyst goes on the shop-floor, observes the
working of the employees, and gathers the first hand information. However, he may ask the
supervisor or the employee himself regarding certain complex matters. This method can help
in collecting far more accurate information; but the basic requisites are that the analyst should
know the job pretty well and he should have enough time for these observations.