Crossboarding utilizes the company’s existing resources within the organisation to fill in job vacancies that arise instead of looking out for applicants. Organization trains and equips the existing talent pool, and helps them acquire the needed skills and competencies to perform at the job rather than recruiting candidates from outside. Managing the internal transfers of employees to new roles and giving them all the information they will need for the role, from KPI’S, skill sets, reporting structure to office location, functional information and dress code is essential.
Crossboarding enables HR managers to provide career growth opportunities to internal resources, and explore ways in which they can make a tangible difference in alternate roles. This maximizes employee productivity while eliminating complacency and a sense of monotony at the workplace. A good HR manager is one who has an eye for spotting talent both within and outside an organisation. The key to an Organisation’s growth need not always from external sources but could lie within by tapping the potential and talent of existing resources to the fullest. A quality employer optimizes the talent pool already available within the organisation. The benefits of crossboarding could possibly outweigh other methods that employers use to enhance team performance. We list out a few:
- Reduces cost considerably
Changing employee roles and assigning duties to an existing resource is always less expensive than opting for an external recruitment drive. For small and medium enterprises, the cost savings is reason enough to give prominence to a crossboarding program over recruitment. The advantage of internal transfers for team performance is that it promotes current employees who are familiar with the company and its philosophy for additional responsibility without the expense of recruiting, hiring and onboarding a new employee.
- Motivates current employees
Timely employee recognition is one of the most effective methods to improving employee motivation. Recognition in the form of crossbarding works wonders for employee motivation and confidence because it’s proof the company is investing the necessary time and resources for employees to measure up, grow and learn new skills. Organizations should cultivate a culture of learning. When an effective learning environment is created, more employees see the need for progressive learning to upgrade their skills. An employee who believes that the employer will reward good performance is likely to exhibit an increased level of job satisfaction and ultimately better performance as an organizational member.
- Better understanding of Culture
A current employee has a better understanding of the company culture with its shared values, beliefs, habits, attitudes along with accepted norms of behavior. They understand the big picture and has an overview of the company’s vision, mission, goals, philosophy, and objectives. Culture fit is key to productivity and crossboarding helps in this regard.
- Career development
Career growth should be an essential part of company culture. Organizations should take time to speak to their employees about their goals and dreams, and design a career growth plan in alignment with an employee’s vision and organizational needs. Setting up a career development program for employees through crossboarding reinforces belief in the employee that their performance will be rewarded and there is scope for steady career growth in the organizational setup, fruits of which are enhanced role, authority, duties and responsibilities. It reassures them that they can climb up the ladder of success within the organisation rather than just stagnate in the same role for years doing monotonous activities. Career development is an effective method to engage, motivate, and retain an employee.
- Established Social Connections
A current employee has the necessary social connections and understands power structures and team hierarchies in the company. The already established relationships and information networks will help them transition into the job faster. 60% managers who fail to onboard successfully cite failure to establish effective working relationships as a primary reason. Employees need to feel socially at ease and accepted by colleagues and team mates. Smoother integration into one’s team is directly related to output and productivity. High quality relationships with managers, leaders and other team members will help them to push the envelope, produce desired results and meet expectations.