The business needs to recognize that moving people in and out constantly is bad policy. Find a few who want to stay long term and are good. Ones that like to be in the field to understand operations. And reward them to stay long term. That would be game changing. We have had some good ones who wanted to do operations right but they always get transferred once and it is back to square one.
@ek+1k07k3025 makes an excellent point.
This is the primary thing that makes the company not competitive against peers. It’s expensive to move people around constantly. That’s where they should be looking to cutting back, instead of shipping jobs overseas
Instead of treating our business like we want experts who know how to prevent the bo-b from going off, we treat them like they’re all going to be the next VP until they peter out at their top levels. For manufacturing, that means you’re only real competency is your anchor site people, who often get tired of having to retrain the newest manager that is about to find out they’ll never be Woods or thinks they know better how to manage the bo-b and they wonder why most conduct of operations issues are above field. It’s stunningly bad for long term decisions.
That’s the only thing that you know will happen here. These guys have to feel important and move all the time. It’s mental . If it’s been more than 6 months and nothing has changed it’s coming.
Probably going to start happening since there's reduced upward mobility and less higher roles to develop into. Maybe you move every 5 years now vs 2-3?
You can’t make everybody happy. If management kept people in roles longer, you would be throwing your hands up, saying you can’t have a career here that develops you at EM
So then, what? You start giving CL bumps to those who are in the same position with lower scope and responsibility? Where is the merit in that.
Great post!
100%