a smaller scale, such as the one at financialservices firm Suncorp.Susie Mogg, former people andculture manager at Suncorp, says that,although Suncorp does not have a formalsecondment program, its secondmentpolicy is a core part of its DNA – justsomething they do every day.“If someone has gone on maternity leaveor is having a career break, Suncorp usesthat temporary vacancy strategically as areally great opportunity for developmentand accelerated learning. [They] mayidentify someone whose experience isquite narrow. Then, [they] suggest theymight want to move temporarily toanother area of the business to expandtheir knowledge,” says Mogg.She cites an example of anemployee from the insurance claimsdepartment who moved into a peopleand culture role during a parental leavevacancy. Mogg says the experiencetransformed their view of leadership andhow they engage with their team. Thesecondment also created a domino effect,with each vacated role creating a newsecondment opportunity.“Secondments have been reallysuccessful in giving...people an integratedend-to-end view across the organisation,”says Mogg.The opportunities also strengthendiversity and inclusion at Suncorp –for example, by helping women gainthe experience they need to move upinto more challenging and senior roles,she says.WHEN THE SLIPPER DOES NOT FITSecondments are not exempt fromoccasional challenges and downsides.For example, employees who apply fora secondment but are not selected mayfeel demotivated. The host departmentor organisation may feel that a placedsecondee is not the right cultural fit. Asecondee might have difficulty settlingback into their previous role – or theymight not want to return to their old roleor employer at all.There are other negatives, such as apotential productivity drop-off duringtransition periods and the additionaladministrative work involved.Despite this, organisations that haveembraced secondments argue that theseissues are a small price to pay for apowerful job training tool.“When we have an experience thattakes us out of our comfort zone, that iswhen we grow and develop and learn.”CATHERINE WALSH, PWC AUSTRALIAKEY QUESTIONS TO ASK WHENSETTING UP A SECONDMENTSet the ground rulesBe very clear on the details.How long will thesecondment be? Will it befull-time or part-time?What are the logistics andhow will they be managed?For external secondments,will the secondee continueto be paid by their mainemployer? Who isresponsible for overtime,bonuses, expenses, traveland leave arrangements?What are the budgetary orHR implications? Does theemployee’s other workneed to be covered whilethey are on secondment,and, if so, how?Start from a position of careAsk yourself, are you settingthe secondee up forsuccess? Are they ready totake this on from a personaland family point of view?Are they physically safe?What about their mentalwellbeing – do they have theright support networks?Think of the hostBe clear on the benefits thesecondee can provide to thehost team or organisation.What is the host team ororganisation trying toachieve? How can you beresponsive to their needs?Do the values align betweenthe secondee and the hostteam or organisation?Clarify the roleTake a holistic view of thesituation. Is this the rightrole for the secondee? Dothe secondee and the hostteam or organisation havea clear understanding ofthe secondment’s purposeand goals?Link in with HRExamine the opportunityfrom the careerdevelopment point of view.How does the secondmentfit into learning anddevelopment frameworks?What about the secondee’scareer progression?Make it legally watertightThe secondment must “tickall the boxes” around healthand safety and insurance.Are the right policies andprocedures in place,particularly when it comesto overseas secondments?What about if circumstanceschange? What if they decidenot to come back to theiremployer post-secondment?What if they need to cuttheir secondment short?51DEC 2022JAN 2023intheblack.cpaaustralia.com.au
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