Swot

SWOT analysis of jobrotation

University of HelsinkiPalmenia Centre for research and

continuing educationMarju-Riitta Ilmonen

StrengthsFrom the company´s point of view

• Works like tailored training for the company

• Works as recruitment training• Available even when facing lay-offs or

dismissals, as a way of retaining employees´ loyalty and training a new labour reserve

StrengthsFrom the company´s point of view

• Inexpensive, even for the public sector• Allows personnel training to take place

without disruptions of production/working routines

• People already in work can be trained at the same time

StrengthsFrom the company´s point of view

• Improves corporate image

• Boosts cooperation and networking between organizations

StrengthsFrom the employee´s point of view

• Promotes career advancement and jobrotation

• Makes it possible to study, usually on a full salary

• Encourages employees to take training and further their own vocational development

StrengthsFrom the employee´s point of view

• Combines theory and practical training

• Facilitates the transfer of vocational skills from one generation to the next at work

StrengthsFrom the point of view of the unemployed

jobseeker

• Gives both new employees and employers a chance to get to know each other

• Combines theory and practical training

• Provides induction to a future workplace and its traditions

StrengthsFrom the point of view of the unemployed

jobseeker

• Supports continuous learning

• Gives motivation to study, as there is a good chance of finding work afterwards

WeaknessessFunding

• Funding systems rigid due to EU bureaucracy, competitive tendering requirements and slow application processess

• Funding hard to obtain• Management complicated

WeaknessessRecruitment

• Suitable candidates are hard to find for training as replacements

• Entrepreneurs have busy scheludes, so cooperation and providing for training/ recruitment needs is often difficult or impossible

• Implementation of jobrotation is slow

WeaknessessCooperation

• Cooperation between the different parties involved is difficult

• Difficult to arrange tailored training for small companies

• Small companies are not always willing to network

• Small companies do not always have a training and development plan

OpportunitiesFrom the company´s point of view

• Provides a flexible staff training system through which vocational skills and tacit knowledge is transferred to younger workers

• Can create a well-trained and experienced reserve of labour for companies

• Boosts companies` competitivenes

OpportunitiesFrom the company´s point of view

• Supports corporate training structures• Works as part of the corporate development

process• Enables small companies and microenterprices

to update their vocational skills• Promotes networking between small

companies

OpportunitiesFrom the company´s point of view

• Facilitates generation change in company management

• Workplace health promotion activities can be linked with jobrotation

OpportunitiesFrom the employee`s point of view

• Supports rotation of work and duties

• Promotes career advancement

• Improves motivation

• Promotes wellbeing at work

OpportunitiesFrom the employee`s point of view

• Acts as a component of or support for apprenticeship training

• Can be combined with job-sharing models

• Supports lifelong learning

OpportunitiesFrom the point of view of the unemployed

jobseeker

• Gives an opportunity to find work• Gives an opportunity to train for future

work• Supports studies for vocational

qualifications/ part qualifications• Supports lifelong learning

ThreatsPractical training

• Companies accept trainee labour but provide no support for vocational development or corporate development

• Issues of responsibility remain unclear concerning practical training (responsibility for productivity versus time for actual learning on the job)

ThreatsPractical training

• Practical training periods sometimes too long: practical training felt to be “working for free”

• Induction is often neglected due to “lack of time”

ThreatsCcoperation

• Meaning of jobrotation unclear to trade unions and may meet with resistance

• Entrepreneurs and training organizations do not “speak the same language”

• Jobrotation project managers may not have business experience

ThreatsCcoperation

• Conpanies reluctant to or cannot find the time to commit due to the bureaucracy involved

• Only large or medium-sized companies use jobrotation

• Good practices and experiences of jobrotation fail to be passed on

ThreatsFunding

• Jobrotation only works as separate projects with specific project funding

ThreatsFinding work

• Following jobrotation training unemployed jobseekers are placed on very short fixed-term contracts and are exluded from the benefits and security of a longer employment contract