Mobile Edition
Print
Get the Mag
Weekly UpdatesThis checklist is designed to help managers in small, medium-sized or voluntary organisations to get the best from a secondee to their organisation. It is addressed to the manager responsible for the secondee in the receiving (or host) organisation.
Secondments are increasingly used as mid-career development opportunities, providing value to all parties. They are not, in general, sponsorships although they may be subsidised by the seconding organisation. It is therefore particularly important that everyone is clear on the objectives or expected outcomes of the secondment. Secondments may last anything from a few weeks up to three years, but there is a growing trend towards shorter attachments. Longer secondments cost more and may make the employee's reintegration more difficult after the assignment, but allow for the maximum benefits to be gained. Shorter or part-time secondments which focus on a specific project can also provide value, however. Internal secondments are of increasing importance as there is less risk of losing secondees at the end of the period.
Management Standards
This checklist has relevance to the MSC National Occupational Management Standards for Management: Key Role C--Manage People.
Definition
Secondment is the temporary loan or attachment of an employee to another organisation--or a different part of the same organisation--for a specific purpose, for a defined length of time and for the benefit of all concerned.
In this checklist the employee to be seconded will be called the secondee, the supplying organisation will be called the employer, and the receiving organisation will be called the host.
Advantages of secondment
For the host:
* gives access to new expertise that may not otherwise be affordable
* provides extra labour (but this should be for a specific project)
* brings in an external perspective on the organisation (new blood, new ideas and no preconceptions).
For the employer:
* creates excellent public relations opportunities (particularly where the employer continues to pay the secondee's salary during community-based assignments)
* develops valuable experience for an individual which is not available from the employer
* provides opportunities for the employee to become more knowledgeable
* improves morale as staff return with an increased sense of fulfilment
* gains information about the culture, methods and knowledge of other organisations.
For the secondee:
* enhances personal and career development
* can give the opportunity for a very different range of responsibilities
* offers experience of managing/operating outside the individual's own familiar environment
* provides an opportunity to develop a wider perspective and become more adaptable.
Disadvantages
* There are associated costs in managing the project, in addition to paying the secondee's salary.
* The secondee may fear that secondment is a prelude to being "released" more permanently.
* The secondee may expect advancement on return to the employer.
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, or do you want to fill a key role by a means other than recruiting a permanent employee? Work out what can you offer, for example high level networking, political exposure, or financial experience, and what advantages there may be for individuals to encourage them to take part and for the employer to release them. Write a job specification identifying the skills needed by the secondee, such as communications abilities, budgetary experience, or good interpersonal skills. Establish what resources may be required to support the secondee and who might be 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 aims or a wish to help the local community. Learn 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 or approaches 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 the three parties concerned: your company as the 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; for example, hours of work, overtime, holidays, and payment of expenses. Consider if there are any implications for security of employment, pension rights or benefits. 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, are self-motivated and capable of adapting to new situations and people quickly. If possible encourage them to speak to others who have been on secondment. Ensure that they are available for the time required. Clarify the return arrangements for the benefit of all parties. The return should be at an appropriate level, otherwise the individual will become demotivated 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 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, furnishing an extra level of support. Encourage the employer to invite the secondee to meetings and social functions and to send out newsletters 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 the employer an appropriate method for measuring the success of the secondment for the three parties involved. Undertake regular progress meetings which are attended by the host, employer and the 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.
Dos and don'ts of secondment
Do
* Make sure that all parties have clearly agreed objectives.
* Ensure that the employee maintains contact with the employer.
* Check that the return arrangements are satisfactory to the employee.
Don't
* Use the secondee as just another pair of hands.
* Neglect an appropriate induction.
* Be tempted to make the secondment period too long.
Useful reading
Books
Journal articles
Useful addresses
Related checklists
* Organising the induction of new recruits
* Planning the recruitment process
Thought starters
* How do you view secondment?
* How can it help your organisation?
* Can you afford a secondee?
* Where might you find a secondee?
* What can you offer a secondee?
Further information
Checklists are available in the following formats:
* Individual checklists.
* A complete set of 195 on CD-ROM or in hard copy.
* Checklists with permission to photocopy.
FEED