Ineffectiveness in client rotation at RB Company

Abstract

Rotation is considered as a not new assignment in the business management in any organization. This is currently considered as the main part of many Management trainee programs at large corporations like Unilever, P&G because of its effectiveness in providing trainees with the necessary skills and knowledge about the firm. At RB Company, the process has been taken place in the form of changing the client in charge between the teams of the Consulting Line Service (CLS) department. Although it does not deny its significance in developing employees in many aspects such as skills, problem-solving abilities, knowledge of different industry specifics, the effectiveness of client rotation is considered as inadequate as expected. And then it leads to some negative symptoms. During the author's work at RB Company, several negative symptoms were detected, including low contribution in gross profit margin, client compensation for errors. From there, it set the base for further investigation into the possible problems of existing symptoms. In addition, various literature reviews were used and in-depth interviews with managers and employees in the company are carried out to complete understanding of the current situation and existing problems of the company. After the main problem of the ineffective operation of the client rotation at RB Company was identified, the main causes were also discovered based on a combination of literature review and in-depth interviews. Then, proposed alternatives related to planning, operational change and recruitment are developed to address the key causes and improve the effectiveness of client rotation implementation in the company.