How to write the rotation plan? At present, many enterprises or departments have a system, that is, rotation, which allows different people to work in the same position in turn. So today we will talk about how to write the rotation plan.

How to write the job rotation scheme of 1

Just like on the court, the coach further digs and cultivates players by changing their positions on the court, and enterprises achieve their strategic goals by implementing rotation. Usually, there are three forms of job rotation in enterprises: talent training, skill upgrading and regional rotation. No matter what form and purpose of job rotation, three principles need to be completed when implementing job rotation (that is, before job exchange is in place) in order to successfully achieve the set goals.

First, the overall arrangement of job rotation; sequence

Second, communication before rotation; sequence

Third, business training and work handover before rotation.

I. Rotation Work Plan

First of all, it is necessary to clarify a series of issues such as the time, objectives, assessment standards, risk assessment and coordination mechanism of job rotation.

1, post rotation goal: through post rotation, talents can be given an opportunity to improve their own abilities, and the potential danger to the interests of enterprises caused by a person working in a certain position for too long can be avoided;

2. Rotation time: the first stage: July 20 13-June 0/0, with each post rotating for one month; The second stage: 2013165438+10-2065438+February, 2004, select some positions for overall rotation for two months;

Roadmap of job rotation: Roadmap generally includes several key nodes: determine the candidate schemes corresponding to job rotation; Post handover and pre-job training; In the second stage, a work handover list must be formulated and submitted, including a list of documents, a list of items, a list of work progress, and a list of work precautions. Investigation and evaluation of the effect of regular rotation, etc. The first stage: see the attached table;

The second stage: according to the rotation situation in the first stage, arrange two positions for post exchange rotation;

3, assessment criteria: because the first stage is mainly learning rotation, so the assessment criteria of the first stage is the job description of each rotation position; The second stage is exchange rotation, and the evaluation standard is the performance evaluation project of the rotation position;

4. Rotation training content: there is a rotation plan; B job description of each post in table c of performance appraisal project.

The job rotation arrangement should have a clear work plan and objectives, at the same time, it is necessary to comprehensively judge the development ability of all parties in advance, make good arrangements for personnel and posts, and at the same time, formulate supporting systems to ensure the effective transition and combination of personal abilities and job requirements. If there is no unified planning and arrangement, hasty implementation and lack of communication, many people who participate in rotation will not accept it, feel depressed, demoralized or even leave. Moreover, in practical work, it is easy to make mistakes when exchanging and handing over work in a hurry.

Second, communication before rotation.

Because employees have been engaged in a business for a long time, there is only one working mode in their minds, and they are likely to refuse or resist rotation. At the same time, some employees are unwilling to accept more challenging and stressful jobs than they are now. If you don't do a good job of persuasion and explanation in advance, employees will think that managers deliberately set obstacles and even sweep him out of the house, which is prone to psychological fluctuations.

At the same time, job rotation is a part of talent identification and training, but employees' personal development also has their own career plans. If there is no communication in advance, managers just set a road map for their future development, and it is very likely that they will not find the final combination point and waste resources. If managers are "uniform" and rigid "rotation", it will be difficult to ensure that the rotation employees can work with peace of mind in their new posts. Therefore, to implement rotation, we should not only rely on orders, but also do more detailed work. There are several issues to be dealt with in communication before rotation:

1, to find out the opinions or suggestions of the parties on job rotation;

2. Understand the career planning of the parties;

3. Make rotation work plan, including rotation purpose, rotation plan and new post evaluation plan;

4. The purpose of this rotation. For example, the company regards this rotation as a flexible treatment, which only provides an optional growth space for employees with excellent performance and great potential.

3. Work handover and business training before rotation.

It is very important to ensure the complete handover of all resources and a clear understanding of the recipients of the ongoing work. At the same time, because of the job changes, the job content and working methods will be different from before. If the relevant training is not carried out in time, the personnel will lack foresight and solutions to the possible problems in the post, which will lead to the decline of performance, efficiency, work confusion and brain drain.

Work handover can be divided into goods handover and work handover. The transfer of goods is relatively simple. Make a list and collect it. The key is the transfer of work. Work handover should include three aspects:

1, complete the handover of working documents;

2. Work handover currently in progress, including current progress, target results, work assignment of relevant personnel, etc.

3. Transfer of work resources, such as customer resources and technical resources.

Business training is to let the parties know about the new working environment and business, and supplement new knowledge and ability. Let him have a clear understanding of his future position. In addition to regular business knowledge training, we can also consider establishing a assistance plan, where experienced people "follow and protect" the parties for a period of time to ensure a smooth transition of work. Just as the electronic and manual dual-track operation mechanism was used to ensure data security in the initial stage of enterprise informatization, a regular communication and coordination mechanism was established. The predecessor of the post can put forward suggestions to solve the problems faced by the successor and can help solve them. Through the above help, the parties can quickly understand the work content and personnel status, and ensure that there will be no big mistakes in work decision-making.

In addition, rotation is a systematic work, which requires various support systems. Therefore, we should make a plan and establish a support system before the rotation to ensure that the rotation can achieve the expected goal.

How to write the rotation plan? Chapter I General Provisions

The first purpose

In order to improve the company's talent training mechanism and meet the needs of employees' career development, the "Implementation Measures for Employee Rotation Plan" is specially formulated.

Second meaning

(1) The implementation of the employee rotation plan is conducive to cultivating employees' awareness of empathy, enabling employees to think and solve the company's problems in an all-round and multi-angle manner, thus enhancing their sense of the overall situation.

(2) The implementation of the employee rotation plan is conducive to cultivating compound talents with "one specialty and many functions" for the company, so as to meet the talent demand of the rapid development of the enterprise.

(3) The implementation of employee rotation plan helps employees to expand their knowledge and skills, thus enhancing their own value and laying the foundation for career development and promotion.

Article 3 Scope of application

This system is applicable to all employees of the company in principle, but it will be implemented from the purchasing department and the finance department according to the actual situation of the company, and then pushed to the relevant departments according to the implementation situation.

Chapter II Definition, Types and Standards of Rotation

Article 4 Definition

The employee rotation plan refers to the horizontal flow within departments, divisions and divisions in a planned, purposeful and systematic way according to the needs of business development and employee career development, so as to improve the overall quality of employees.

Article 5 The Company appoints rotation.

According to the needs of business development, combined with the existing post competence and training potential of employees, the company will assign employees who meet the rotation standard to relevant posts for rotation.

Article 6 Employees apply for job rotation

Employees can be qualified for this position for a long time. When they know that there are vacancies in relevant positions, they can apply for rotation independently and can only take up their posts after being approved by the leaders.

Article 7 Types of rotation

According to the span of employee rotation, employee rotation can be divided into intra-departmental rotation, intra-departmental rotation and inter-departmental rotation.

Article 8 Rotation criteria

Staff rotation shall meet the following standards and requirements:

(1) Having worked in the present post for more than 1 year;

(2) Being competent for the current job, without major work mistakes and relevant administrative penalties;

(3) Employees who apply for rotation independently should not only meet the above two requirements, but also seek the opinions of the leaders of the outflow department and the division, and the opinions of the leaders of the inflow department and the division. Rotation can only be carried out after obtaining the consent of the outflow department and the leaders of the Division.

Chapter III Rotation Assessment Period and Rotation Period

Article 9 Rotation assessment period

(1) Rotation employees have a 3-month inspection period when they join the company. The direct leader of the inflow department may appropriately shorten and extend the inspection period of rotating employees according to their performance in the new position, but the shortest period shall not be less than 2 months and the longest period shall not exceed 6 months.

(2) During the rotation assessment, the direct leader of the inflow department may appropriately relax the work and assessment standards of new employees in rotation, but after the rotation assessment expires, the rotation employees will be assessed in strict accordance with the normal working standards of this position.

Article 10 Rotation period

The rotation period is generally not less than 6 months. After the rotation period expires, it will be compiled according to the employee's work performance and the company's position during the rotation period.

The system and post are vacant, or the rotation period of rotating employees is extended, or the company assigns employees to apply for further rotation, or the company decides to adjust the positions of rotating employees.

Chapter IV Wage and Welfare Standards during Rotation

Article 11 Rotation wages

(1) The wages and benefits of employees during the rotation period reflect the principle of "giving priority to high". If the salary and welfare standard of the inflow post is lower than that of the original post, the salary and welfare of the rotating employees shall be paid according to the salary and welfare standard of the original post. (2) If the salary and welfare standard of the inflow post is higher than that of the original post, the salary and welfare standard of the rotation staff will remain unchanged during the inspection period. After the inspection period expires, the salary and welfare of the rotation staff will be paid according to the salary and welfare standard of the inflow post.

Chapter V Handling of Rotation Procedures

Article 12 Preparation before rotation

Employees, department managers and department heads who intend to rotate their posts need to make the following plans and submit them to the Administration and Personnel Department before they can apply for rotation and go through the formalities:

(1) Formulating employees to be rotated according to the rotation schedule;

(two) according to the "rotation schedule" to assess the implementation of the rotation of employees;

(3) Formulate the succession plan of the employees in the original position after the rotation of the employees.

Article 13 Pre-job evaluation

Before the employee rotates, the department head evaluates the rotating employees, and investigates and evaluates the employees' personality, professional ability tendency, original job performance and inflow post ability requirements to ensure that the rotating employees are competent for the inflow post.

Article 14 Go through the formalities

If the rotation involves the change of post name, please fill in the post dynamic form and report it to the administrative personnel department. After three months of rotation, employees will be assessed, and then the department will fill in the position dynamic table and adjust it according to the salary and welfare standard of the new position. Article 15 Examination and approval authorities

The approval authority of employee rotation application can be implemented by referring to the approval authority of post change.

Chapter VI Supplementary Provisions

Article 16 The power to interpret this system belongs to the Ministry of Administration and Personnel, and this system shall be implemented as of the date of promulgation.

Attachment: rotation schedule and post dynamic table.

How to write the rotation plan? 3. Implementation plan for exchange and rotation of teachers and principals in compulsory education schools

In order to establish a scientific and reasonable exchange rotation system for teachers and principals in compulsory education schools, promote the rational allocation of resources for teachers and principals in compulsory education schools, and further promote the balanced development of compulsory education schools, according to the Opinions on Deepening the Exchange Rotation of Teachers and Principals in Compulsory Education Schools (Lengjiao Code [2016] No.5)

I. Guiding ideology

Thoroughly implement the spirit of the 18th National Congress of the Communist Party of China and the Third Plenary Session of the 18th Central Committee, coordinate the balanced allocation of urban and rural compulsory education resources, rationally allocate the resources of teachers and principals, comprehensively improve the level of teachers and principals in all public compulsory education schools, establish a mechanism for the development of urban and rural integrated compulsory education, effectively narrow the gap between schools, realize the balanced development of urban and rural areas, safeguard education fairness and justice, and strive to run a satisfactory education for the people.

Second, the working principle

1, scientific and reasonable. Follow the law of compulsory education and the law of teachers' growth, mobilize the support of all sectors of society, innovate the teacher management model, and promote the two-way rational flow of teachers and principals in urban and rural areas in an orderly manner on the basis of teachers and principals teaching in towns and administrative areas and between urban and rural areas.

2. Open specifications. Standardize the procedures and methods of exchange and rotation between teachers and principals. The exchange rotation scheme of each school is discussed by the faculty and staff, and after it is passed by the teachers' congress, it will be operated openly to be fair and just. Principals who practice favoritism and malpractice, treat relatives and friends well and take revenge in the exchange rotation work will be dealt with severely.

3. active and steady. Persist in proceeding from reality, coordinate the exchange and rotation of teachers and principals, properly handle the relationship between reform, development and stability, grasp the focus and progress of work, and proceed step by step.

4. People-oriented. Respect teachers' dominant position, strengthen policy propaganda and ideological education, properly solve teachers' worries, and guide teachers and principals to actively support and participate in exchanges and rotations.

5. Promote development. Maintain and carry forward the characteristics and advantages of running a school, give play to the leading role of key teachers, and promote the overall improvement of the quality of compulsory education.

Third, the overall goal

Accelerate the establishment and improvement of the exchange and rotation system of teachers and principals in compulsory education schools in the whole region, continuously expand the coverage of exchange and rotation of teachers and principals, improve the structure of teachers, optimize the initial allocation and reallocation of resources of teachers and principals, promote the sharing of resources of outstanding teachers and principals in the whole region, and establish and improve the management system and balanced allocation mechanism of teachers and principals conducive to the balanced development of compulsory education.

Strive to use 2-3 years to realize the institutionalization and normalization of the exchange and rotation of teachers and principals in compulsory education schools in the whole region, realize the balanced allocation of resources of teachers and principals in the whole region, promote the solution of educational equity and school selection, and improve the overall level and quality of education. The implementation of the compulsory education school teacher management system of "managing schools by districts" has changed teachers from "school people" to "institutional people".

Fourth, exchange rotation objects and proportions.

All principals (including vice principals and personnel of the same rank, the same below) and teachers (including special-grade teachers, teaching experts, academic leaders and famous teachers, the same below) who meet the conditions of exchange rotation in compulsory education schools in the whole region shall implement exchange rotation in principle, as follows:

1. Principal: If the principal has served in the same school and the same post for 8 years, he must exchange posts. The number of members of the same school team in each exchange generally does not exceed 30% of the team members.

2. Teachers: Full-time teachers, male under 50 years old and female under 45 years old, who have taught in the same school for 6 years, should communicate. Each school should reasonably determine the number of exchange rotation personnel in each academic year according to the actual situation of teachers in the school, which is generally not less than 10% of the total number of teachers who meet the exchange conditions, including excellent teachers (special teachers, teaching experts, academic leaders, famous teachers at all levels, etc.). ), senior teachers and first-level teachers shall not be less than 30% of the total exchange.

3. Personnel who do not meet the conditions of exchange rotation, principals and teachers who have the willingness to flow, can be included in the unified flow according to individual applications and after approval by the school and the Education and Sports Bureau.

V. Exchange rotation mode

Combined with the actual situation of schools in xx district, the post exchange between teachers and principals is carried out in a way of "easy first, difficult later, and gradual advancement". First of all, we should communicate in different areas. On this basis, we will constantly improve the working mechanism of inter-school communication between teachers and principals, gradually realize two-way communication between urban and rural areas, and finally realize the institutionalization and normalization of the rotation of teachers and principals. Specifically, the following methods are adopted:

1, modulation communication. First of all, the exchange of overstaffed schools and overstaffed schools is implemented, so that the staffing of compulsory education schools in the whole region is basically balanced with the actual number of schools. At the same time, within the jurisdiction of towns and offices and across towns and offices, the Education Bureau shall issue the exchange rotation index according to the number of personnel and the actual number of posts approved by the relevant schools, and the schools shall be responsible for the implementation. Such exchange rotation personnel shall be adjusted by the district education and sports bureau in conjunction with the district editorial office, district people's social security bureau and other departments.

2. Inter-school communication among primary schools in towns and offices. There are many schools in the town or office area, and the central primary school is responsible for organizing and implementing the communication between the central primary school and the primary schools and remote schools, weak schools and teaching points near the town or office town.

3. Inter-school communication in rural junior high schools. Pay attention to the communication between high-quality schools and weak schools. The Education and Sports Bureau shall issue exchange indicators according to the number of students to be exchanged and the matching of disciplines, and the school shall be responsible for the implementation.

4. Inter-school communication between urban junior high schools and junior high schools, primary schools and primary schools. Pay attention to the communication between high-quality schools and weak schools. The Education and Sports Bureau issues exchange student indicators according to the number of students to be exchanged in each school, and the school is responsible for the implementation.

5. School exchanges between urban and rural areas. Mainly take the form of pairing in pieces and establishing alliance schools to communicate. The situation of twinning and alliance schools is divided by the Education and Sports Bureau, which issues exchange rotation indicators year by year according to the number of exchange students and supporting disciplines, and the school is responsible for the implementation.

6. According to the relevant regulations on the management of teachers, newly hired teachers are assigned to teach in rural schools or weak schools in principle, and will be included in the work plan of teacher exchange and rotation two years later.

In principle, the personnel relations such as the establishment of the above-mentioned 2-5 types of exchange rotation personnel shall not be adjusted. The list of exchange rotation personnel shall be made in triplicate and submitted to the District Education and Sports Bureau, the District Editorial Office and the District People's Social Security Bureau for the record.

Sixth, exchange rotation time.

From September 20 14 to full implementation in 20 16, the exchange rotation time between each teacher and principal should be no less than 3 years.

Seven. Implementation steps

(a) adhere to the pilot first, actively and steadily. The pilot project will be carried out in the autumn of 20 14. According to the number of students and classes in each school, the District Education and Sports Bureau verifies the actual number of teaching and administrative staff in each school, and conducts exchanges according to the school category and regional division, focusing on district exchanges, with the exchange area reaching10%; 20 15 expansion and promotion, communication in the whole region, communication area reached 30%; It will be fully implemented on 20 16, and the exchange and rotation of teachers and principals in the whole region will be institutionalized and normalized.

(B) the basic procedures of exchange rotation work

1. Formulate the exchange rotation scheme. Schools should make a thorough investigation of the exchange rotation objects, grasp the basic situation of the exchange rotation personnel, and formulate practical and easy-to-operate exchange rotation work plan and school year plan according to the implementation plan and the actual situation of the school.

2. Personal statement. All teachers and principals who meet the conditions of exchange rotation must declare and fill out the Registration Form for Exchange of Teachers and Principals in Compulsory Education Schools.

3. Recommended by the school. According to the implementation plan of exchange rotation work, personal declaration and the actual situation of teachers in our school, the school leadership team will collectively study and determine the exchange rotation personnel, inform me in time, do a good job in ideological work and report to the exchange school on time.

4. Organize deployment. The exchange rotation of principals shall be arranged by the District Education and Sports Bureau according to the needs of the work.

Eight. safeguard measure

1, primary selection. The selection of new principals of compulsory education schools should be based on the exchange of work experience in rotation or rural schools, and then gradually transition to the exchange of work experience in rotation.

2. promotion of professional titles. Establish a guiding mechanism, reserve a certain number of middle and senior professional titles in vacant posts every year, which is specially used to exchange the professional title evaluation of rotating teachers and principals. In the future, when evaluating and hiring senior titles for primary and secondary school teachers, all teachers who meet the conditions of exchange rotation must have exchange rotation work experience or rural school work experience, and then gradually transition to exchange rotation work experience.

3. post appointment. For teachers and principals who take the initiative to work in rural schools and weak schools, preferential policies are implemented in the evaluation and employment of professional titles. Teachers who participate in exchange rotation retain the post level of the original teacher title; The exchange rotation teachers and principals who have not hired the corresponding professional and technical titles shall be given priority by the District Education and Sports Bureau and the District People's Social Security Bureau under the same conditions within the vacant positions.

4. Evaluate first. From 20 16, when teachers in compulsory education schools select special-grade teachers and principals of famous teachers at or above the district level, the participants must have the experience of exchanging posts or working in rural schools. Under the same conditions, exchange of work experience in rotation should be given priority in the evaluation of other levels.

5. training. Give full play to the role of backbone teachers and excellent teachers in passing on, helping and bringing, focus on exchange teachers in rural schools and weak schools, further strengthen the training of music, sports, fine arts, English, information technology, science and other disciplines in short supply, and strive to improve the professional level of exchange teachers in rural schools and weak schools. In the recommendation and selection of special-grade teachers, academic leaders, teaching experts, famous teachers and principals, and the training of key teachers, priority is given to outstanding teachers who communicate between urban schools and rural schools.

6. Job evaluation. The annual assessment and performance appraisal of exchange rotation teachers shall be the responsibility of the inflow school, and the outflow school shall do a good job of cooperation.

7. Urban teachers and principals exchange jobs and go to rural schools to enjoy rural teachers' living and transportation subsidies. 8. The discipline inspection team of the District Education and Sports Bureau shall supervise and inspect the exchange and rotation of teachers and principals in each school. Refuse to implement the exchange rotation arrangement or not to participate in the exchange rotation, but the annual or academic year assessment results are "basically qualified" and "unqualified", and they shall not be appraised, promoted to professional titles, promoted to post levels or promoted to middle-level and above school leaders within three years. Those who have passed the three-time annual examination of the principals of urban school exchange rotation can apply to return to their original schools. Otherwise, after the expiration of three years, the personnel relationship will be transferred to rural schools.

Nine. Departmental responsibilities

In the compulsory education stage, the working mechanism of "municipal guidance, district-level overall planning and school-oriented" is implemented in the exchange and rotation of teachers and principals. Education, organization, staffing, finance, human society and other departments shall, in accordance with the requirements of taking the lead in realizing the balanced development of compulsory education in the whole region, gradually unify the staffing standards, post structure ratio, open recruitment, post appointment, training, assessment, salary, management and service of retired teachers in compulsory education schools in the whole region. In 2-3 years, the management system of teachers in compulsory education schools will be fully implemented in the whole region, so that teachers will become "systematic people" from "school people".

1. According to the spirit of provincial and municipal documents and the actual situation of teachers and principals in compulsory education schools in the whole region, the District Education and Sports Bureau has formulated the implementation plan and annual plan for the exchange of teachers and principals, and organized relevant schools to carry out it. According to the adjustment of school distribution and the changes in the number of students and classes in schools, the actual number of teaching and administrative staff in each school should be allocated reasonably and scientifically. In conjunction with relevant departments, guide schools to sign employment contracts with teachers according to law, and be responsible for the use and daily management of teachers. Do a good job of coordination with relevant departments to ensure the smooth communication and rotation between teachers and principals.

2. The Organization Department of the District Party Committee actively supports the District Education and Sports Bureau to fully promote the exchange and rotation of principals in accordance with the cadre management authority.

3. Within the approved total number of teaching and administrative staff, the district office manages the teaching and administrative staff dynamically according to the principle of "total control, overall planning of urban and rural areas, allocation according to needs, structural optimization and dynamic management".

4. The District Finance Bureau will further increase investment in education to provide financial support for the balanced development of compulsory education. According to the financial management system, some financial support will be given to the teachers in urban-rural exchange rotation and rural schools, which will be used for the living and transportation subsidies of the teachers in urban-rural exchange rotation and rural schools, and will be implemented according to the standards of cadres in the same town and office area.

5. The District People's Social Security Bureau is responsible for providing macro guidance on the personnel management of school staff. According to the exchange rotation plan, timely adjust the title setting scheme of primary and secondary schools to meet the needs of teachers' exchange to rural schools and weak schools, and mobilize the enthusiasm of teachers and principals for exchange rotation.