Unlocking Talent Potential: How to Set Up a Successful Secondment Program

A well-designed secondment program can be a powerful tool for employee performance and retention. With the right structure in place, organizations can:

1. Retain employees: When employees have opportunities for growth, they're more likely to stay with the company. Secondments provide a structured way for employees to gain new skills, build internal networks, and feel more connected to the organization’s mission.

2. Boost productivity: When employees better understand the functions they collaborate with, it leads to stronger cooperation and, ultimately, better performance across the organization.

3. Develop future leaders: Exposure to multiple departments and regions through secondments equips mid-level and senior managers to handle cross-functional responsibilities. Organizations benefit from a well-rounded leadership pipeline and from promoting leaders with broader experiences.

However, secondment programs are often underutilized. Many organizations either don’t have formal programs or limit them to graduate hires or top talent. Other challenges include:
- Narrow scope: Programs are often restricted to new recruits or a select few employees, missing the broader organizational benefit.
- Lack of integration: Different departments may have siloed secondment programs, limiting the overall impact on performance and retention.
- Manual reliance on HR: Without data analytics or automation, secondment programs can become a logistical burden on HR.

Characteristics of an Effective Secondment Program

To build a successful secondment program, consider the following:

1. Visibility and Access: While dedicated programs for specific groups (like management trainees) are important, a basic secondment program should be available to all employees. This should include visibility across departments and geographies to ensure opportunities are open to everyone.

2. Management Support: Managers may be hesitant to release employees for secondments. Senior management should provide clear guidance, allowing employees designated time for secondments. For example, employees could be entitled to participate in a 3-month secondment every 3 years, much like a sabbatical.

3. Flexible Terms: Secondments should be adaptable to different business contexts. Teams should have the flexibility to define whether the secondment is full-time or part-time, virtual or in-person, and determine its duration. This flexibility ensures secondments fit within the organization’s needs.

4. Autonomous Process: A firm-wide secondment program can be overwhelming for HR to manage manually. Where possible, secondments should be organized autonomously by participating teams, with HR supporting transitions across geographies or legal entities when necessary.

5. Feedback, Reporting, and Recognition: Collecting feedback is essential to continuously improve the program. Automated reporting keeps HR updated on secondments and helps management assess the program’s effectiveness. Recognizing both the employees participating and the managers supporting secondments fosters a positive culture around these opportunities.

Conclusion

Secondments are a key strategy for enhancing performance and retention. By building a program with visibility, flexibility, and proper management support, organizations can maximize the benefits of secondments.

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