Managing a secondment.
IntroductionSecondments are often used as mid-career development opportunities, offering value to all parties. They are not generally sponsored, although they may be subsidised by the seconding organisation. For this reason, everyone needs to be clear on the objectives and expected outcomes of a secondment. Secondments may last anything from one week to three years, but there is a growing trend towards shorter attachments. Short or part-time secondments focusing on specific projects can provide value, while longer secondments cost more, though they do allow time for the maximum benefits to be gained.
Secondments can give host organisations expertise that may not otherwise be affordable, as well as provide extra labour for specific projects, and bring in a fresh perspective on the organisation. For employers, they may create excellent public relations opportunities, and for the secondee they offer valuable experience for personal and career development.
In this checklist the employee to be seconded is called the secondee, the supplying organisation is called the employer, and the receiving organisation is called the host. The checklist is aimed at managers in small, medium-sized or voluntary organisations who want to get the best from those who may be seconded to their organisation.
National Occupational Standards for Management and Leadership
This checklist has relevance to the following standards:
D: working with people, unit 7
Definition
Secondment is the temporary loan or attachment of an employee either to another organisation or to a different part of the same organisation, for a specific purpose, for a defined length of time and for the benefit of all concerned.
Action checklist
1. Decide if a secondment is appropriate
Identify why you need a secondee and evaluate the nature of the work you have in mind. Is there a shortage of skills within a particular business area or location? Do you have a particular project to progress? Do you want to fill a key role by a means other than recruiting a permanent employee? What can you offer? For example, can you offer high level networking, political exposure, or financial experience? What advantages are there to encourage individuals to take part, and employers to release them. Write a job specification identifying the skills needed by the secondee (for example, communications abilities, budgetary experience, or good interpersonal skills). Establish what resources may be required to support the secondee and the most appropriate person to manage the secondment.
2. Identify suitable organisations to approach
Find out which employers might have an interest in your project or business because of shared or related aims, or a wish to help the local community. Find out more about employers' secondment policies. Recognise that the employer will incur financial costs by agreeing to a secondment, as they will probably have to cover the secondee's post, and that they may have reservations about passing on expertise to another organisation. Personal contacts are often more effective than formal requests. In some cases it may be appropriate to approach an organisation involved in co-ordinating secondments between business and voluntary organisations or business and government.
3. Decide on the objectives of the secondment
Work with the employing organisation to establish the boundaries of the project and its objectives. Establish what benefits are to be gained by all three parties: your company as host, the secondee, and the employer. Write a specific job description which sets out:
* background information on the organisation and the assignment
* the type and length of the secondment
* the role and responsibilities of the secondee
* special circumstances or conditions peculiar to the secondment
* the line manager for the secondee
* the host's link with the employer (may be the same as above).
4. Clarify terms and conditions of employment
Establish whether the employer will continue to pay the secondee's salary, and state any changes in terms and conditions which will apply during the secondment, such as hours of work, overtime, holidays, and payment of expenses. Consider any implications for security of employment, pension rights or benefits, and set down the full terms and conditions of the secondment in writing for all three parties. A formal contract may be required, and in any case a probationary period should be incorporated into any agreement, to protect all parties.
5. Meet the secondee
Suggest that you are involved in the selection process, but if this is not possible insist on meeting the proposed secondee. Find out how they (and their employer) view secondment: for example, is it seen as a promotion or sideways move? Make sure they are enthusiastic and committed and not under any pressure to agree to the assignment. Check that they understand the aims of the project, and are self-motivated and capable of adapting quickly to new situations and people. Ensure that they are available for the time required and, if possible, encourage them to speak to others who have been on secondment. Clarify the return arrangements for the benefit of all parties. The return should be at an appropriate level, otherwise the individual will become de-motivated both during and after the secondment.
6. Help the secondee to settle in
Remember that the working conditions and culture in your organisation may be very different from what the secondee is used to. Run an induction programme to help with the familiarisation process, bearing in mind that the secondee is neither simply an employee nor simply a guest, but both. Where secondees are managing other employees, they must receive the same level of information (staff handbooks, memos, access to staff files) afforded to other managers.
7. Ensure that the employee maintains contact with their own organisation
Suggest that the employer appoints a contact to offer support and advice to the secondee. Such an arrangement can help the secondee to resolve conflicts of interest which may occur. It can also keep the employer in touch with the skills being developed, so that best use can be made of them on the secondee's return. Some employers provide their secondees with the names of other secondees they are sponsoring, to give an extra level of support. Encourage the employer to continue to invite the secondee to meetings and social functions and to send out newsletters or email circulars so that the secondee can keep in touch.
8. Monitor performance and results
The responsibility for appraisal may rest with the host organisation. Agree with an appropriate method with the employer for measuring the success of the secondment for all parties concerned. Undertake regular review meetings which are attended by the host, employer and secondee, the frequency of which will be determined by factors such as perceived need, the nature of the role, or the seniority of the employee. Encourage the secondee to keep a log, and make it a condition that the secondee writes a report (available to both host and employer) at the end of the secondment.
Managers should avoid:
* letting the secondee lose contact with their employer
* neglecting to arrange satisfactory return arrangements for the employee
* using the secondee as just another pair of hands
* forgetting to give an appropriate induction
* making the secondment period too long.
Additional resources
Journal articles
Companies send employees on volunteer projects abroad to cultivate leadership skills, Jessica Marquez
Workforce Management, 21 Nov, vol 84, no 13, 2005
Call to alms, Lucie Carrington
People Management, 23 Dec vol 10 no 25, 2004
Execs on a mission, Rebecca Hoar
Management Today, Nov 2004
Volunteering the winning formula
IRS Employment Review, Sep no 736, 2001
Secondments and volunteering
IDS Studies, Feb no 704, 2001
This is a selection of journal articles available from the Management Information Centre. More information at: www.managers.org.uk/mic
Related checklist
Personal Development Planning (092)
Organisations
Business in the Community
137 Shepherdess Walk, London N1 7RO
Tel: 0870 600 2482 www.bitc.org.uk
Community Service Volunteers
237 Pentonville Road, London N1 9NJ
Tel: 0171 278 6601 www.csv.org.uk
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| Title Annotation: | Checklist 044 |
|---|---|
| Publication: | Chartered Management Institute: Checklists: People Management |
| Geographic Code: | 4EUUK |
| Date: | Jun 1, 2006 |
| Words: | 1308 |
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