Employee movement in organization and management

We can all get bored easily, whether it’s wanting a new phone, a new car or new TV show to watch. But when an employee gets bored of their job role, this can spell trouble for your business.

Being able to spot job dissatisfaction is critical, whether in the form of boredom, lack of development or lack of interest in the role itself, and how you can intervene as a company to move staff around, providing employees more opportunities for job growth and preventing them from hunting for a new job.

Job Dissatisfaction: How it can affect you

From demands for flexibility, additional benefits or increase in pay, it can be hard for employers to understand why dissatisfaction, lack of motivation and boredom can cause major issues for their business.

After all, most employees usually complain about stress, heavy workloads, and lack of work/life balance. Whilst these factors can cause dissatisfaction, boredom with daily tasks, lack of motivation to perform for a specific team/manager or lack of opportunities for promotion or development can cause colleagues to question their place in a company, leading them to seek other forms of employment and to disengage with your company.

But how can you help to avoid this?

1.    Build a Flexible Culture

It’s important that you begin to build a flexible company culture – flexible on working patterns, flexible on job roles and flexible when it comes to opportunities.

A flexible business culture will allow for increased internal staff movement in a well-planned direction, ensuring colleagues can take hold of new opportunities without affecting the performance of teams and departments.

2.    Encourage Staff Honesty

Once you have a flexible culture in place, it’s important that you can encourage your staff to be honest about how they feel about their job roles. Whether they might feel bored or lack interest in their tasks, are dissatisfied with how a team is managed or level of experience within the team or feel a lack of opportunity for promotion or development of skills, it’s important that colleagues can be as honest as possible with you.

Talent retention is key – by encouraging staff honesty, you can identify what skills could be at risk, what your colleagues desire for their career in your company and how you can best support them to get them there.

3.    Act on Feedback

It’s not enough to simply listen to honest colleagues, make false promises or place temporary sticking plasters over issues such as salary or benefit bumps.

If a colleague is completely dissatisfied with their work or feel stuck in a rut due to a lack of promotional and development opportunity, they will leave. In the year of the ‘Great Resignation’ as the pandemic has caused the workforce to re-evaluate their lives and what they seek from their work and personal lives, if you aren’t meeting colleague needs, they will seek these desires elsewhere.

However, you decide to review feedback from colleagues, from 1-1s, focus groups and wider departmental meetings, it’s important to always act on it. Listen to that career-driven employee hungry for a promotion and increased responsibility; listen to that newly-returned Mother seeking a role she wants to commit to whilst having the flexibility to prioritise family life when needed.

Whatever the feedback, it’s important to act – to ensure that you keep valuable skills in an age of career movement, that your staff continue to perform for your business, remain happy and committed to maximising company performance while you give back to employees through increased opportunity, skills and learning development.

The employee movement component facilitates maintaining a record of the career movements of employees of an organization owing to promotion, transfer separation or rehire. Note that only employees who were on the regular rolls of the organization are eligible for these employee movements.

Through this component, you can perform the following activities:

• Initiate and authorize employee promotion, transfer or promotion with transfer and also view the promotion/transfer details.

• Initiate and authorize employee separation and also view the separation details.

• Initiate and authorize employee rehire as well as view the rehire details.

Employee Promotion: Promotion refers to an incremental change in the position of an employee in the organizational hierarchy. It can be the result of the initiative taken by the supervisor concerned to accord due recognition to an employee’s performance, or based on any formal HR processes in the Organization pertaining to promotion. Note that promotion can be initiated only for regular employees of the organization and not for contract employees or employees having a consultant status etc.

While recording promotion details, the system displays the current details of the selected employee like the employment unit to which he/she belongs, present job, name of the supervisor etc. You can view the details and specify the new values for these details consequent to promotion. You can also specify the changes in the compensation details of the employee. Also, while specifying the compensation details, the system facilitates viewing the internal equity details which enable comparing the compensation drawn by the employee with other employees having the same qualifications, experience etc. This basically helps in taking a rational decision with regard to the incremental changes that need to be effected in the compensation of the employee consequent to promotion. The “Employee at a Glance” feature provides the complete information pertaining to the employee like his/her identification and current work details, synopses of educational qualifications and work experience and the details of the assignments he/she has handled within the company.

The promotion of an employee will take effect following authorization by the supervisor/HR user concerned. The authorizer can also make necessary changes to the promotion details specified during the initiation process before giving authorization.

When an employee is promoted, the Job Level of the new Assignment should be above the current Job Level in the Organization’s Benchmark. For Example, an Employee with Job Level as JLP7 in an Employment Unit (say Philadelphia) could be given a Promotion in a different Employment Unit (Orlando), and the new Job Level could be JLO6. In the Organization’s Benchmark, JLO6 should fall above JLP7.

Employee Transfer: Transfer refers to a primarily functional/departmental change in the employee’s job or a change in the work location. Such a change may or may not be accompanied by a promotion. The user selects the employee to be transferred and records the relevant details like the date from which the transfer should take effect, the new position, department, job, grade set, grade, employment unit etc., and the record is submitted for authorization.

The system facilitates promoting or transferring employees in bulk. This can be based on some organizational policies for e.g., there could be a policy to promote all Graduate Trainees as Junior Managers after completion of two years of service in the Organization. The Organization may also make a decision to promote all employees who have completed a certain period of service in the Organization, irrespective of the Position/Job. Any such policy decisions can be handled with the help of a Business Rule in Promotion and Transfer which will become applicable at the time of Initiating the Promotion /Transfer process.

Employee Separation: Separation refers to the termination of the services of the employee due to retirement, resignation, dismissal due to disciplinary action, death or disability or any other reason. The process of separation entails computation of the settlement amount and the conducting of exit interview, during which relevant information regarding the reasons for separation and other feedback is sought from the employee. The data collected in exit interview can be used for improvisation of HR processes and other systems in the organization.

The authorizer can decide whether the employee would be eligible for rehire. If the employee is not eligible for rehire, for example, if his/her services are terminated due to disciplinary action, the Organization may decide on not considering him/her for rehire.

The system also facilitates a back dated separation. For example, consider a business scenario, where an employee has to be terminated backdated. This situation will happen when the said employee is under suspension pending enquiry. If after the enquiry the employee has to be terminated from the reported day of misconduct, the back dated separation feature facilitates the same.

Employee Rehire: Rehire refers to the process of hiring employees who worked in the organization previously but have been separated for various reasons like better prospects elsewhere, studies/training etc.

During separation, the authorizer can specify whether the employee is eligible for rehire or otherwise. The employment details that were in effect before separation will be defaulted during rehire. The user can make the necessary changes reflecting the new assignment for which the employee is being hired. The reasons for rehire can be recorded and used to generate a report about the number of employees rehired and the reasons for rehire.  Note that only employees who were on the regular rolls of the organization are eligible for rehire.

What are the types of employee movement?

What is the importance of employee movement?

What refer to the movement of an employee from one job to another?

Why is employee management important in an organization?