1. There is need to communicate to the staff ahead of time of what the company intends to do and why it has decided to take this direction. If we are looking at providing staff with deeper exposure and skills development, we need to communicate it precisely.
  2. Ensure that job rotation does not affect staff compensation and benefits as this could be a turn off
  3. Ensure that there is good orientation of staff into the roles that they have taken on
  4. Consider staff taking on jobs with matching skills for the roles they are taking on. Where there are skills gaps, ensure that there is adequate training and mentorship for such people.
  5. Help them understand the job descriptions for the roles they have taken on,
  6. Consider signing off performance agreements or targets  or how performance will be measured – let it be clear the skills and competences they should learn from the new roles.
  7. Create an environment for employees to share feedback should they find challenges with the roles that they are taking on. Lack of a good feedback mechanism could lead to frustration. Having a point person (change champion might help). Manage employee expectations and fears
  8. Consider the time employees have spent in their roles. Changing new employees could only disengage them,
  9. Where possible generate the risk map and measures to mitigate them
  10. Consider existing relationships within the wider business – linkages with key stakeholders
  11. Document the processes going to be taken (plan) so that we limit what falls through the cracks
  12. Important to note that rotation of staff is a solution to all challenges that could be existing – it could be that internal leadership might also need to step up. If the team is disengaged, consider staff satisfaction survey and respond to issues that could be contributing to disengagement
  13. The implementing team must speak the same language. No contradictions.
  14. Consider bad apples that could transfer negative energy to teams that are already doing well. You may need to have measures in place to address this – coaching, feedback, etc
  15. Consider employee aspirations/career goals
  16. Consider family ties, employee health conditions
  17. Above all, let the rotation calender or cycle be clear  – station to station, clearly stating the skills and competencies that they are to get at each stage until when the respective staff are well equipped.
  18. Having the end in mind when starting the process is important as this guides the decisions that need to be taken.