INTHEBLACK November 2021 - Magazine - Page 55
K E Y Q U E S T I O N S T O AS K W H E N
SETTING UP A SECONDMENT
vacancy strategically as a really great opportunity
for development and accelerated learning. We
may identify someone whose experience is quite
narrow. Then, we suggest they might want to move
temporarily to another area of the business to expand
their knowledge,” says Mogg.
She cites an example of an employee from the
insurance claims department who moved into a people
and culture role during a parental leave vacancy.
Mogg says the experience transformed their view of
leadership and how they engage with their team. The
secondment also created a domino effect, with each
vacated role creating a new secondment opportunity.
“Secondments have been really successful in giving
our people an integrated end-to-end view across the
organisation,” says Mogg.
The opportunities also strengthen diversity and
inclusion at Suncorp – for example, by helping women
gain the experience they need to move up into more
challenging and senior roles, she says.
WHEN THE SLIPPER DOESN’T FIT
Secondments are not exempt from occasional
challenges and downsides. For example, employees
who pitch to be chosen for a secondment but are not
selected may feel demotivated. The host department
or organisation may feel that the secondee is not
the right cultural fit. Or the secondee might have
difficulty settling back into their previous role or
might not want to return to their employer at all.
There are other negatives, such as a potential
productivity drop-off during transition periods and
the additional administrative work involved.
Despite this, however, organisations that have
embraced secondments argue that these are a small
price to pay for a powerful job training tool.
SET THE GROUND RULES
Be very clear on the details –
how long is the secondment
going to be? Will it be fulltime or part-time? What are
the logistics and how are they
going to be managed? For
external secondments, will the
secondee continue to be paid
by their main employer? Who
is responsible for overtime,
bonuses, expenses, travel and
leave arrangements? What
are the budgetary or HR
implications? Does the
employee’s other work need
to be covered while they are
on secondment, and if so, how?
S TA R T F R O M A
POSITION OF CARE
Ask yourself, are you setting the
secondee up for success? Are
they ready to take this on from
a personal and family point of
view? Are they physically safe?
What about their mental
wellbeing – do they have the
right support networks?
THINK OF THE HOST
Be clear on the benefits the
secondee can provide to the
host team or organisation. What
is the host team or organisation
trying to achieve? How can you
be responsive to their needs? Do
the values align between the
secondee and the host team
or organisation?
CLARIFY THE ROLE
Take a holistic view of the
situation. Is this the right
role for the secondee? Do
the secondee and the host
team or organisation have
a clear understanding of the
secondment’s purpose and
goals?
LINK IN WITH HR
Examine the opportunity from
the career development point of
view. How does the secondment
fit into learning and development
frameworks? What about the
secondee’s career progression?
M A K E I T L E G A L LY
WAT E R T I G H T
The secondment must “tick all
the boxes” around health and
safety and insurance. Are the
right policies and procedures in
place, particularly when it comes
to overseas secondments? What
about if circumstances change?
What if they decide not to come
back to their employer postsecondment? What if they need
to cut their secondment short?
intheblack.com November 2021 55