Most job descriptions list the various tasks that an employee is responsible for and concludes with “performs other tasks as assigned.” While assigning specialized tasks to each employee makes good economic sense, leaving the door open for cross-training fits many business needs as well. If you are considering cross-training your employees, plan your moves before you implement the training.
The division of labor and consequent specialization is the foundation of modern industrial society. First enunciated by Adam Smith in his 1776 work, “The Wealth of Nations,” specialization makes production line manufacturing possible. Smith used the example of ten men making common pins. Working separately, the ten could make two hundred pins in a day, but if they specialized in performing separate tasks, they could make 48,000. A specialized worker has distinct advantages over the “jack of all trades and master of none.” Specialization takes advantage of differences in abilities and aptitudes, affording managers the opportunity to match people and jobs. Specialization gives workers the chance to hone their skills and achieve greater proficiency. And it makes production more cost-effective by eliminating time wasted while workers switch from one task to another.
From a worker's perspective the greatest disadvantages of specialization are monotony and boredom. Doing the same task day after day can crush an employee's morale. When workers become too specialized they face the risk of technological displacement. When a person's job is eliminated he may join the ranks of the unemployed and need training in another field to find a new job. From the employer’s perspective, specialization may mean greater productivity, but if key specialties are difficult to locate it can disrupt production. The absence of key personnel from the job can have a serious impact on production and profitability.
Most employees view cross-training as an opportunity to improve their skills and make themselves more marketable in a tight labor market. Even if they have no desire to switch jobs, having additional skills is a benefit, which results in employees having a greater stake in the company's success. Management benefits from this as well. With employees cross-trained there is always a backup when someone is sick, on vacation, quits or gets fired. If production has seasonal highs and lows, workers can be shifted to fill in where they are most needed.
Some employees do not want to learn new skills. They are happy doing their routine work and do not wish to take on added responsibility. The problem is exacerbated if employees perceive that they are being required to do more work for the same salary. Matching employees with the skills in which they are to be cross-trained can be a challenge. Most of these disadvantages can be overcome with planning. Make cross-training voluntary, sharing with employees what you plan to do. Make sure that they understand that greater efficiency does not necessarily mean more work.
Thomas Metcalf has worked as an economist, stockbroker and technology salesman. A writer since 1997, he has written a monthly column for "Life Association News," authored several books and contributed to national publications such as the History Channel's "HISTORY Magazine." Metcalf holds a master's degree in economics from Tufts University.
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