Job Rotation
        The job rotation model was mainly developed and
        implemented as a labour market instrument in the Scandinavian countries.
        Its principle consists in substituting an employed person who is
        participating in temporary qualification by a person who is seeking
        employment. For the enterprises, the advantage lies in a reduction of
        lost work time. For the persons seeking employment, the advantage lies
        in the opportunity of expanding their professional experience and
        increasing their chances of being taken on by the enterprise following
        their substitution period.
        However, due to its high administrative and financial
        costs, the job rotation model should not be regarded as a panacea but as
        a specific answer to concrete needs. It needs to be accompanied by
        adequate measures such as regulations concerning leave for further
        education, fiscal privileges and direct financial support for all
        participants. A further problem lies in the fact that the instrument
        only makes sense if the substitutes already have corresponding
        professional experience since their preparation for the vacant job is
        cost and time intensive. Therefore, orientating and coaching those
        substitutes during their time of employment as well as payment matters
        are issues.
        Firms that have gathered experience with this
        instrument have begun to develop more extended training programmes for
        their staff and to increase the number of their regular staff, with the
        objective of substituting their absent staff that participates in longer
        term training by this excess number of staff. The advantage of this is
        that those substitutes know the enterprise better and do not have to be
        trained each time they are employed.
        In general, job rotation models are suited as a
        temporary measure for larger enterprises, for mergers and in individual
        cases to facilitate a new start for persons seeking employment. The
        challenge is to develop this model further and to ensure that it will
        not only be applied in public and subsidized areas but will also be
        acknowledged as a helpful instrument by the enterprises.
        See here for experiences from the German Land Northrine-Westphalia. 
        
        
        
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