Introduction
Job rotations have proved to be quite effective for several organizations around the world and this success can be replicated in the Department of Homeland Security. However, prior to its implementation, several issues must be ascertained and prepared.
The rotation
The Department of homeland security has not been operating at its optimum. As of 2008, the Department had wasted approximately fifteen billion dollars’ worth of taxpayer funds. Accounting audits have demonstrated that members often engage in unwise expenditure. Furthermore, media reports indicate that the DHS has been using ineffective tools for security purposes. One such example is the “Advise” data mining tool which could very easily lead to complications in security. In effect, a lot of time was used and poor justifications were made for use of such methodologies. Employee morale is another big problem at the DHS. Out of thirty-six federal agencies, it was found that job satisfaction, results in orientation cultures, talent management, and knowledge management were lowest or second lowest in the DHS. The latter findings fully justify the utilization of a job rotation plan because they demonstrate that employees in this organization have problems with leadership. They also have issues with recognition, satisfaction, merit-based performance and innovation. It means a different way of doing things needs to be sought and one way would be through job rotations. Furthermore, people within the uniformed services and other security-related agencies have the ability to inject new life into the workings of the department. They can also introduce greater flexibility and transparency (DHS, 2010). This method could distribute risks inherent in a certain mid or top-level job and therefore mitigate the national security function in the future.
Although there are numerous benefits to the implementation of national security job rotation, the DHS should be adequately prepared for these changes. A thorough framework needs to be put in place when selecting the mid-level and top-level managers from the various agencies and uniformed services. An appraisal system would be necessary so that core skills and leadership capabilities are analyzed and the individuals with the highest scores should be given the highest priority. Failure to be this objective could result in resistance and an even worse situation could emanate. Most job rotations often do well once a career path has been identified and the right allocations made. It must be stated that employees often respond to job switches positively when they are better prepared for the new task. This is done through training or maintenance of privileges that were associated with the previous job (Mc Leod, 2010).
Many personnel from the uniformed services and the national security departments are likely to resist these attempts owing to reservations on new types of work. Furthermore, vertical job rotations may meet resistance because some staff members may feel as though they have already earned their places, and requiring them to do other intensive jobs may be perceived as demotions. Salary differences can be a serious problem in those job rotations and the Department must be willing to look into these implications by amply studying career paths and being systematic in job allocations. Alternatively, certain agencies may be so different from one another that it may be difficult finding the right jobs to be rotated. This may be worsened if the time required to learn intricacies on the job is minimal. DHS can mitigate all these problems by being consistent with the rotations. They can train members adequately prior to new postings and ensure that education fits in with this profile.
Conclusion
The directive to rotate jobs within security-oriented organizations can only achieve substantial results once the right people are identified for the right jobs. Furthermore, if there is adequate preparation through training, use of structured job assessments, and bridging of salary gaps then it can be possible to boost national security performance through this method.
References
- Department of Homeland Security (2009). Official site.
- McLeod, D. (2010). Job rotation system.