A local government in Virginia had the same learning and talent challenges as any large organization. They faced leadership gaps, communication breakdowns, lack of succession planning, job burnout, too few qualified applicants and had an interest in keeping HR lean. Then the County Administrator, a county's CEO, tried something radical. He removed policies making it difficult to change jobs and he actively encouraged employees to seek change.

A groundskeeper went to work in accounting. The purchasing director took a turn as budget manager during the peak budget season. The senior planner, who usually had the last word on other people's projects, navigated a major renovation project through the very same system. What started as a part-time, short-term internship program evolved into a full range of real-time learning experiences giving people already in the door solid opportunity to discover their best work.

An endless combination of special projects, committee assignments, internships, job shadows and stair-step swaps provides people variety and broadens their professional experience. From these exchanges people gain insight larger than any single job offers. Upon return, they inevitably interject fresh views into their existing departments. Some people also find better jobs, giving someone else a chance to grow into the job they had.

These assignments don't just happen in the trenches. They occur in every department. Assignments are often geared to strengthen the county's leadership team, involve managing multimillion dollar capital improvement or construction projects, working with public officials, and serving on regional boards. The County Administrator strongly encourages rising leaders and their seconds to move around, learn, and stretch. Posts that cross departments usually get his personal attention as he helps determine placement and key project assignments.

Seventy percent of senior leaders have participated so far, and of the remaining 30 percent their seconds have participated. Assignments and cross-posts last six months and usually emerge during key cycles, during the busiest part of the year: October through April, when everyone is working on budgeting and people are guaranteed to learn (and help) the most.

How Does the Program Work?

From the moment you join the organization, you're encouraged to grow and develop. At new employee orientation, the County Administrator tells you the new employee that you have two responsibilities: to do your job and to develop to your fullest potential.

The county offers training sessions and resources such as a workshop called "Promoting Yourself" which includes mock interviews conducted by hiring supervisors. The practice bolsters confidence and regularly results in well-deserved promotions.

When there is a vacancy or an employee is on extended leave, the first question asked is "Is this a learning and developmental opportunity for one of our employees?"

Intra-department exchanges don't require any outside assistance and now, managers know they have authority to make local changes as they see fit.

There is a proactive element from the county, too. Natural leaders are often busy doing their jobs, sometimes the last ones to think, "Perhaps I need a change." As part of human resource planning, when a big project or critical job opens up, the people in HR get nosy. They go to managers and say, "Hmmm would this be a good opportunity to offer a special assignment or to stretch someone's skills?"

The program has been formally going on for five years, and by all measures it's a great success. Participants rate the experience as positive by every measure.