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Some companies call it their Rotational Leadership Programme, others the Emerging Leaders Programme or Futures Programme. Call it what you may, its success has been well-documented. From grooming potential talent who understand the intricacies of the business to producing top executive officers, such programmes are gaining momentum worldwide.

Providing certain insights and a tip sheet, Nicholas Goh, CEO of Verztec Consulting Pte Ltd ? a leading multilingual communications company, explores the underlying motivations of top management when implementing such a programme.

Imagine travelling to different regions of the world, and fulfilling your career ambitions at the same time. And top it off doing all these while on a full time payroll.

Welcome to the growing field of Rotational Leadership Programmes (RLPs), used to enhance and groom top talents in corporations.

Originally designed by paul jersey a number of large corporations to give their engineers an edge, RLPs are now found in paul jersey all areas of business from IT to Finance. In the 2010 Global Leadership Research Project 2010, the survey results suggest that job rotation may be invaluable for understanding the business.

The leading "Leader Failure" cause was reported as "failure to adapt to the culture". Seventy per paul jersey cent of human resource executives surveyed planned the rotation of potential talent with key individuals in their corporation.

While it is costly to spend such amounts on one single employee ― a working paper from Cornell University's Center for Advanced Human Resource Studies estimates it costs up to $125,000 annually ― there are still many intrinsic reasons for companies to engage in RLPs.

1.?Snowballing of Competencies