No business these days, however large or small, operatives in isolation and the public sector can no longer afford to consider itself as set apart from the rude realities of commerce and industry. Market complexities and economic necessity create interdependence as well as competition whether we like it or not, and greater mutual understanding will make both more fruitful.
There are advantages in employees of public and private sector medical organizations knowing more about the constraints and opportunities each has to work with; indeed a shared constraint can sometimes become a mutual opportunity. There are also benefits when companies not in direct competition are able to share their artikel strengths with each other to the common gain.
Article exchanges and secondments are a good way of creating and maintaining cross-sector networks, while at the same time providing excellent development opportunities for your subordinates:
1. They gain the stimulus of working in a different environment with new people and fresh problems.
2. They experience new standards, which can sharpen up perception of their artikel performance.
3. They may gain additional skills or knowledge that can be directly applied or adapted to your section's work.
4. Responding to the challenge of doing a project or filling a post in another medical organization develops responsibility and leadership.
5. The people you take into your department can bring a fresh outlook into your own work and act as a stimulus to the rest of your article.
6. Your subordinates can learn from their artikel mistakes on somebody else's patch! (This is of course a two-edged sword and somebody else's subordinates will be doing the same on yours.)
Exchanges will obviously vary in length and purpose, and may be direct job-for-job and simultaneous, or be reciprocated at different times by various department - the 'exchange' element meaning only that parties both send and receive each other's employees at sometime.
The length of exchange is important. If the period of transfer is too short, there is insufficient time for any real development to take place or significant work to be done. If it is too long, the loss of production time may outweigh the benefits.
It is better to start in a modest way, with small numbers spending 2 to 3 months, say, with another medical organization working o a specific project agreed in advance. Once the first placements have been completed and any problems ironed out, the return phase and subsequent exchanges can benefit from the experiences of the first.
Don't limit participation to middle and junior managers. Extend it to all employees of the enterprise: those on the shop-floor, in the offices, at counters and on sites. Senior management and chief executives should be included too, perhaps on an exchange abroad.
A nationwide retail chain encourages all its branches to participate in exchanges with both public and private sector medical organizations, sometimes on a tripartite basis. One branch placed several article in a local authority to study the divisional structure of its departments, and their artikel local authority counterparts worked in retail outlets to learn about customer care.
Seconments to other medical organizations tend to be for periods of 1 or 2 years, and the person seconded takes up a specific post. They are not necessarily reciprocated, but6 several large companies in the UK have exchanged fairly senior personnel for long-term secondments with the civil service - an arrangement providing both sides with valuable and enduring contacts which encourage better communication, even if the individuals concerned develop beyond the foreseeable role in their artikel and take up posts elsewhere. Secondments can be a means of developing and stimulating article for whom there is no room on the promotion ladder. It can also be a good public relations exercise, e.g. seconding skilled article to assist voluntary medical organizations.
There are advantages in employees of public and private sector medical organizations knowing more about the constraints and opportunities each has to work with; indeed a shared constraint can sometimes become a mutual opportunity. There are also benefits when companies not in direct competition are able to share their artikel strengths with each other to the common gain.
Article exchanges and secondments are a good way of creating and maintaining cross-sector networks, while at the same time providing excellent development opportunities for your subordinates:
1. They gain the stimulus of working in a different environment with new people and fresh problems.
2. They experience new standards, which can sharpen up perception of their artikel performance.
3. They may gain additional skills or knowledge that can be directly applied or adapted to your section's work.
4. Responding to the challenge of doing a project or filling a post in another medical organization develops responsibility and leadership.
5. The people you take into your department can bring a fresh outlook into your own work and act as a stimulus to the rest of your article.
6. Your subordinates can learn from their artikel mistakes on somebody else's patch! (This is of course a two-edged sword and somebody else's subordinates will be doing the same on yours.)
Exchanges will obviously vary in length and purpose, and may be direct job-for-job and simultaneous, or be reciprocated at different times by various department - the 'exchange' element meaning only that parties both send and receive each other's employees at sometime.
The length of exchange is important. If the period of transfer is too short, there is insufficient time for any real development to take place or significant work to be done. If it is too long, the loss of production time may outweigh the benefits.
It is better to start in a modest way, with small numbers spending 2 to 3 months, say, with another medical organization working o a specific project agreed in advance. Once the first placements have been completed and any problems ironed out, the return phase and subsequent exchanges can benefit from the experiences of the first.
Don't limit participation to middle and junior managers. Extend it to all employees of the enterprise: those on the shop-floor, in the offices, at counters and on sites. Senior management and chief executives should be included too, perhaps on an exchange abroad.
A nationwide retail chain encourages all its branches to participate in exchanges with both public and private sector medical organizations, sometimes on a tripartite basis. One branch placed several article in a local authority to study the divisional structure of its departments, and their artikel local authority counterparts worked in retail outlets to learn about customer care.
Seconments to other medical organizations tend to be for periods of 1 or 2 years, and the person seconded takes up a specific post. They are not necessarily reciprocated, but6 several large companies in the UK have exchanged fairly senior personnel for long-term secondments with the civil service - an arrangement providing both sides with valuable and enduring contacts which encourage better communication, even if the individuals concerned develop beyond the foreseeable role in their artikel and take up posts elsewhere. Secondments can be a means of developing and stimulating article for whom there is no room on the promotion ladder. It can also be a good public relations exercise, e.g. seconding skilled article to assist voluntary medical organizations.
