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Job rotation:a trigger of gratitude

Job rotation strategy; a trigger of gratitude for thankless jobs.

Photo of Millicent Namusonge
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Every organization has a class of employee that hogs all the glory and every organization has individuals who are considered senior and powerful, who often enjoy visibility and thus more likely to attract gratitude genuinely or not. However, there is another category of employees who carry out duties in the back-office, carry out lifecycle related functions but are not recognized simply because they don’t produce end products or have no bearing on employees tenure etc . Thanking those who do thankless work is crucial because it sets the bar and establishes the tone. Job rotation is one of the strategies that can be employed to trigger gratitude for thankless jobs.

Idea Title

The gratitude trigger!!!

How the Idea will inspire the experience and expression of gratitude within an organization.

1. Job rotation will create an opportunity for colleagues to understand and appreciate the opportunities, demands and challenges of thankless roles, triggering gratitude. 2. Job rotation will trigger willingness to spread positive feelings among colleagues and recognizing those that have gone the extra mile. 3. Job rotation will enable individuals see the ordinary details of their jobs through the eyes of another, giving a fresh perspective and rekindling appreciation for these things.

Who are you innovating for?

1. Organisations that are keen on reaping the benefits of talent management and succession planning. 2. Organisations that are keen on developing generalists and leaders. 3. Organisations which prefer to fill temporary positions from within their own organization. 4. Organisations with employee exchange programs geared to creating excitement and energy among its employees.

What type of workplaces are you innovating for?

Manufacturing companies Airlines Technology companies - with fields such as HR, Marketing, Finance and Product development Geographical context: Africa and Asia

How you envision the Idea being introduced to your selected organization?

Testing my ideas and validating my hypotheses about the users Testing feasibility and viability as well so that my solution can be sustainable Present case studies of organisations that have applied job rotation that triggered gratitude. Developing capabilities needed for creating and delivering the solution Creating networks for interagency collaboration. Develop customer value Developing revenue sources Launch live prototypes and a pilot Conduct a pilot for the solution Formulate a learning plan to combine analysis and synthesis HR leaders, line managers with top management endorsement are responsible for implementing the programme.

What obstacles, if any, do you foresee in implementing this Idea, and how would they be overcome?

Leadership doesn't recognize the value of job rotation-Gain the commitment of leadership team by making the business case for job rotation as a tool to motivate, broaden skills, retain employees Lack of cooperation between the agencies involved - Have an MoU Cultural differences that exist among different agencies -carry out research into the culture Uneven exchange in workforce talent - Adopt a standard criteria for measuring skill Success metric -Define criteria to evaluate the results

How will you test and prototype your solution?

New strategy approach for the thankless functions/jobs Using everyday situations to test unrealistic day to day job rotation assignments Using preliminary solutions that encourage dialogue about improvements Draw inspiration from various industries, and make sure to document my learning throughout the process

What immediate next steps will you take if you receive an implementation grant.

1. Testing my ideas and validating my hypotheses about the users 2. Testing feasibility and viability as well so that my solution can be sustainable 3. Developing capabilities needed for creating and delivering the solution 4. Creating networks for interagency collaboration - this includes mentoring organisations such as Greater Good Science Center to leverage on their network and resources. 5. Develop customer value 6. Launch live prototypes and a pilot 7. Conduct a pilot for the solution

At what stage of development is your Idea?

  • Research & Early Testing: You are exploring an idea, gathering inspiration and information needed to test it with real users.

Please describe from where your Idea emerged

From own experience and OpenIDEO idea to spur ideas.

Tell us about yourself

Millicent Namusonge, HROD Advisor, ActionAid Global Secretariat. A highly skilled HR Professional with over 12 years’ of extensive strategic and operational experience. Highly motivated with proven ability to take the initiative and develop innovative solutions to HR Business problems. A passionate people developer.

Where are you / your team located?

We have global operations: Africa, Asia, Europe & Americas and am based in Nairobi, Kenya.

Company / Organization Name

ActionAid International

Website

www.actionaid.org

Tell us about your experience

A highly skilled HROD Professional with over 12 years’ of extensive strategic and operational experience.

3 comments

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Photo of Laura
Team

Hi Millicent, this idea can be really useful in order to create a deeper empathy among employees. In work places, most people criticize others' work without having an holistic understanding of what they do or how they do it. This system would provide a new perspective for everyone help them understand and appreciate their coworkers' efforts. But this system might be seen as an inefficient way for management teams since the adaptation to a new area and training would take time. I think the biggest obstacle is to convince the management team. Do you have any suggestions for that? Thanks,

Photo of Lauren Ito
Team

Hi Millicent ,

Great to see you in the challenge! What might the journey for a user look like engaging with your Idea with our specific users in mind, as specified in the Challenge Brief:

Employees and HR Professionals: This group may already be exploring gratitude Idea development and team coordination around this topic--they may even have instituted their own gratitude practices within their organization--but prior engagement with the topic isn’t necessary. Most important is that they have a commitment to inspiring more gratitude within their organization, as a means to promoting its overall well-being. While their concepts may still be early stage, they are likely approaching this problem area with the intention of creating lasting impact and have plans to grow and scale their Idea.


Managers, Executives and Leaders: These are the decision makers, organizational leaders, and culture creators who have the position and wherewithal to inspire and weave systems of gratitude into their organizational structure.

Looking forward to learning more!

Photo of Millicent Namusonge
Team

Dear Lauren

Thank you for insights and questions.

The journey will entail assessing the strategies in place and their effectiveness.  I am yet to come across an organization that is utilizing job rotation strategy to spur gratitude.  It will therefore be interesting to see how this intersection can be infused into the present job rotation arrangements.

For such ideas to be effective, they ought to be institutionalized and my idea provides an opportunity to scale the already existing ideas under exploration.