Hello everyone, I just wanted to know, "Is internal transfer (one branch to another) of employees good or bad?"
1. If it is good, please support your answer.
2. If it is bad, explain why.
3. Who is the ultimate beneficiary?
4. Who is the ultimate loser?
Thank you.
From India, Mumbai
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21. If it is good, please support your answer.
2. If it is bad, explain why.
3. Who is the ultimate beneficiary?
4. Who is the ultimate loser?
Thank you.
From India, Mumbai
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I feel this quite good when your internal transfers doesn’t create a panic situation among the among people.
From United States
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From United States
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There is no fixed answer to the questions raised by you. It would vary depending on the circumstances. The provision of internal transfer should have been already mentioned in the appointment orders issued to the employee or in the Standing Orders of the establishment. The management should utilize the resources of internal transfer for the advantage of the organization.
M. Venkatraghavan
From India, Selam
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M. Venkatraghavan
From India, Selam
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Dear,
It is rightly narrated to have clause of internal transfer either in appointment letter or in standing orders. However, in addition care shall be taken while transfer that category of work should be same.
There are instances for which transfers are being made.
1. Actual work necessity. – can be used by organization on requirements, without disturbing current job or analyzing urgency of transfer job demand.
2. Maintenance of work place discipline. – can be analyzed looking to short term / long term strategy.
3. Creation of bench strength. – As a business continuity planning.
My views are that considering situation demand we may have to take risk when necessary, as right and quicker decision determine cost effectiveness of time demands.
Invite valuable feedback.
Bharat Adhia
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It is rightly narrated to have clause of internal transfer either in appointment letter or in standing orders. However, in addition care shall be taken while transfer that category of work should be same.
There are instances for which transfers are being made.
1. Actual work necessity. – can be used by organization on requirements, without disturbing current job or analyzing urgency of transfer job demand.
2. Maintenance of work place discipline. – can be analyzed looking to short term / long term strategy.
3. Creation of bench strength. – As a business continuity planning.
My views are that considering situation demand we may have to take risk when necessary, as right and quicker decision determine cost effectiveness of time demands.
Invite valuable feedback.
Bharat Adhia
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Please may we know what prompted you to raise this question? Is it, by chance, an assignment question on a course for which you are seeking inputs?
From United Kingdom
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From United Kingdom
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Answer to each question will depend on various factors. It depends on what the branches are dealing with. If an employee is transferred to a branch in which he has experience/qualification, both the employee and the organization will benefit. If he is placed into the wrong branch, both will lose. If the organization feels the individual is fit for another branch but the employee does not want to go, then again, both may be at a loss. If an employee manipulates (hypothetically) to go to another branch but it is not good for the organization, then the organization will be at a loss and the employee will be happy. There could be many permutations/combinations. So you have to clearly raise the question as per the situation to get the correct advice.
From India, Jabalpur
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From India, Jabalpur
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It can be a beneficiary to organization,
1. Organization doesn’t require to train the employee
2. Person is familiar with the policy and procedure of organization
3. We can’t define the looser or beneficiary; if public dealing is there organization may be the looser
Because after transfer employee has to create new relations with public.
From India, Ahmadabad
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1. Organization doesn’t require to train the employee
2. Person is familiar with the policy and procedure of organization
3. We can’t define the looser or beneficiary; if public dealing is there organization may be the looser
Because after transfer employee has to create new relations with public.
From India, Ahmadabad
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In my opinion, 70-80% of an employee's development occurs through transfers and the balance through organized training. Transfers within the organization, including moves to alternate locations, are associated with many challenges. For example, changes of bosses and reporting channels, changes of subordinates and team members, changes of the workbench and the work environment, changes in goals/KRAs, changes of school/house, etc., if you move to a different location, and so on. Each change requires mental realignment, besides an effort to adjust and align. This process of adjustment and adaptation is self-motivated. It awakens your hidden potential and makes you creative. You become a problem solver.
I wish to point out that an armed forces officer moves after every two to three years to a different job and a different location (sometimes to non-family stations). All this exposure trains him/her to face challenges with a smile. Every move transforms him/her and impacts on the development of personality. It ejects out the fear of the unknown and creates a more optimistic outlook.
From India, Delhi
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I wish to point out that an armed forces officer moves after every two to three years to a different job and a different location (sometimes to non-family stations). All this exposure trains him/her to face challenges with a smile. Every move transforms him/her and impacts on the development of personality. It ejects out the fear of the unknown and creates a more optimistic outlook.
From India, Delhi
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Basically, we employ people to deliver certain results. This delivery of results depends on the competence of the individual doing the job. Competence depends a lot on the exposure and experience one gets on a job. Going by this logic, we should try to build domain experts so that we get the fullest advantage of their employment. Exposing a person to so many areas will make him master of none. His/her use to the organization will also be lesser to that extent.
But there are two exceptions to this. One is avoiding over-dependence on some person only and for that purpose developing standbys or substitutes just to step in in case of need or contingency. This way, no expert can think that the company is entirely depending upon him and him only for the functions he/she is performing and with such thinking blackmailing the company. Developing such standbys will also ensure continuity of operations.
The second exception is the deployment in sensitive areas where there is scope for corruption or misdeeds which may very adversely affect the company. In such areas, persons should be rotated at periodical intervals so that the scope for indulging in corruption or misdeeds is reduced.
From India, Madras
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But there are two exceptions to this. One is avoiding over-dependence on some person only and for that purpose developing standbys or substitutes just to step in in case of need or contingency. This way, no expert can think that the company is entirely depending upon him and him only for the functions he/she is performing and with such thinking blackmailing the company. Developing such standbys will also ensure continuity of operations.
The second exception is the deployment in sensitive areas where there is scope for corruption or misdeeds which may very adversely affect the company. In such areas, persons should be rotated at periodical intervals so that the scope for indulging in corruption or misdeeds is reduced.
From India, Madras
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Hi,
This is about internal transfer.
My views are maintained in the same order as your questions are.
A transfer is always a mixed bag of GOOD and BAD.
1.0 Come to the GOOD first: new environment, new boss (may be a better boss), new place (better weather), new subordinates (may be better colleagues), new learnings, etc.
2.0 BAD aspects: new environment (tougher), new boss (may be a bad boss), new place (language difficulty), new subordinates (may be bad work culture), etc.
Eventually, you can make this also good. It will increase your patience, hone your behavioral skills, provide an opportunity to learn a new language, etc.
3.0 Beneficiary: Management (because it wants), Employee (since he uses the chance), Both (possible).
4.0 Loser: Management (the individual would get richer in experience and may move out), Employee (if he has been separated from his family), Both (when an employee cannot perform in the new environment).
So there you are. There are many possibilities, and you have to consider case by case and cannot generalize.
V. Raghunathan
From India
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This is about internal transfer.
My views are maintained in the same order as your questions are.
A transfer is always a mixed bag of GOOD and BAD.
1.0 Come to the GOOD first: new environment, new boss (may be a better boss), new place (better weather), new subordinates (may be better colleagues), new learnings, etc.
2.0 BAD aspects: new environment (tougher), new boss (may be a bad boss), new place (language difficulty), new subordinates (may be bad work culture), etc.
Eventually, you can make this also good. It will increase your patience, hone your behavioral skills, provide an opportunity to learn a new language, etc.
3.0 Beneficiary: Management (because it wants), Employee (since he uses the chance), Both (possible).
4.0 Loser: Management (the individual would get richer in experience and may move out), Employee (if he has been separated from his family), Both (when an employee cannot perform in the new environment).
So there you are. There are many possibilities, and you have to consider case by case and cannot generalize.
V. Raghunathan
From India
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I agree with most of the respondents that, like many management questions, there is no one answer to these questions. However, in certain organizations, for example, in my organization (a central PSU), such transfers created a peculiar situation. There was mass redeployment of staff/officers from one department to another, such as Finance, Personnel, Materials, and Maintenance, to the Commercial department. The designations, although not changed, resulted in having a sales assistant, a stores & purchase supervisor, and an accounts assistant doing the same job sitting side by side! This was done to avoid issues relating to inter-se seniority.
From India, New Delhi
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From India, New Delhi
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Well, basically, it has some mutual benefits, but usually, it depends on the situations and various factors. For example, if an employee resides too far from the branch where he is working, a lot of time is spent traveling. In that case, he can be transferred to the branch nearest to his home.
Alternatively, if a company starts a new branch, some trained individuals are needed to initiate operations there and train new employees. This process helps in the smooth functioning of the new branch and ensures the transfer of knowledge and skills to the new workforce.
From India, Lucknow
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Alternatively, if a company starts a new branch, some trained individuals are needed to initiate operations there and train new employees. This process helps in the smooth functioning of the new branch and ensures the transfer of knowledge and skills to the new workforce.
From India, Lucknow
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I wondered what happened to the blogger that raised the question, as he/she has not answered my questions. So, I checked for previous posts; I was surprised to find that this was the first post, though the blogger has been a CiteHr member since August 2010.
I am all for answering queries when bloggers give full information of the scenario. General questions like this make me wonder whether students are trying to find solutions to their assignments 'on a plate'. If that's the case, then by responding, we only create a dependency culture.
From United Kingdom
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I am all for answering queries when bloggers give full information of the scenario. General questions like this make me wonder whether students are trying to find solutions to their assignments 'on a plate'. If that's the case, then by responding, we only create a dependency culture.
From United Kingdom
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Dear friend,
Lots of valuable inputs have already been effectively provided by our learned friends. Apart from the plus and minus of internal transfer of employees within the organization, I would like to state something from the employees' perspective. Though admittedly transfer is an incidence of service, is it wholeheartedly welcomed by all employees, particularly in the private sector? I am afraid that it is not. In my 32 years of State Govt service in the Labour Department, I had the opportunity of serving in all the industrially concentrated cities of the State, and my interaction with private sector employees, irrespective of the color of their collars, shows that most of the people do not like transfer and want to stay put in the particular place of employment. Even some of them prefer a change of companies within that particular place to transfer out for obvious reasons.
It is the prerogative of the management to decide who is to work where and when depending upon the exigencies of work. Generally, the Standing Orders and the letters of appointment empower the management to effect internal transfers. But I do believe that an individual employee's status and personal hardships should not be simply brushed aside - would it be prudent to transfer a fitter working at the Chennai site to Gurgaon just because a branch site is there? So, transfer should not be a colorable exercise of power or victimization. The benefits of transfer are generally manifold, both to the employer and the employee, depending upon the organization's size, multiplicity of locations, diverse employment ethnicity, and the operational challenges faced, as well as the employee's age and nature of the job.
From India, Salem
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Lots of valuable inputs have already been effectively provided by our learned friends. Apart from the plus and minus of internal transfer of employees within the organization, I would like to state something from the employees' perspective. Though admittedly transfer is an incidence of service, is it wholeheartedly welcomed by all employees, particularly in the private sector? I am afraid that it is not. In my 32 years of State Govt service in the Labour Department, I had the opportunity of serving in all the industrially concentrated cities of the State, and my interaction with private sector employees, irrespective of the color of their collars, shows that most of the people do not like transfer and want to stay put in the particular place of employment. Even some of them prefer a change of companies within that particular place to transfer out for obvious reasons.
It is the prerogative of the management to decide who is to work where and when depending upon the exigencies of work. Generally, the Standing Orders and the letters of appointment empower the management to effect internal transfers. But I do believe that an individual employee's status and personal hardships should not be simply brushed aside - would it be prudent to transfer a fitter working at the Chennai site to Gurgaon just because a branch site is there? So, transfer should not be a colorable exercise of power or victimization. The benefits of transfer are generally manifold, both to the employer and the employee, depending upon the organization's size, multiplicity of locations, diverse employment ethnicity, and the operational challenges faced, as well as the employee's age and nature of the job.
From India, Salem
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