Great idea. I'd love to see a writeup about a rotation in the other direction, ie give engineers a taste of the business side of the house. As a data scientist I speak a lot with Sales and Engineering and sometimes the two teams seem worlds apart...
I agree that sales, support, and engineering should all have rotations. The sales and support give you very different insights into what customers need which help you out with your engineering.
"Each new employee goes through a rigorous month-long training that focuses on nothing but customer service. They spend 40 hours on the phones helping our customers because regardless of the specific department they were hired for, customer service is the priority. Each holiday season when call volume goes up, everyone in the company pitches in and jumps on the phones because we want to maintain the same level of service no matter how busy it gets."
http://www.zapposinsights.com/blog/item/zappos-insights-anno...
Especially since I've been in positions where I have been on tight deadlines. The most likely outcome in this scenario is that the employee will not only have to get their customer service rotations done, but also get their tight-deadline project done. With me, it's difficult to move from customer service right back to software development/engineering.
Why not? It improves solidarity. Actually when I worked at Microsoft doing tech support, I got pulled off the phones to help with sudden mandatory tech support rotations due to virus outbreaks. It was great to see marketing managers have to help people assess whether their systems were infected and apply appropriate tools. I would take escallations but generally people did a good job. (Oh and these people showed up with very little training on customer service or tech support so that was fun).
But I think one thing that Microsoft got out of it (this was in 2002-2003) was a stronger sense by everyone why it was important to focus more on system security. I think this improved the company and lead to better software.
> Especially since I've been in positions where I have been on tight deadlines.
If management know of the rotation, they will have to adjust the deadlines. How many deadlines are really necessary beyond a simple measurement rationale? Management can usually adjust as needed, or reschedule the rotation to a better point.
> With me, it's difficult to move from customer service right back to software development/engineering.
Isn't the point though to ensure that people are engineering and developing software with customer service in mind?
Customer service is often seen as a burden/cost, and the employees expendable. Unless the company thinks differently, then you'll have issues.
There are plenty of better ways to do this.
"I got pulled off the phones to help with sudden mandatory tech support rotations due to virus outbreaks."
It doesn't sound like you are in any kind of engineering role. When you are on the phones, you don't have one large project to work on with deadlines and due dates. It's easy for you to be shifted over to another position.
"If management know of the rotation, they will have to adjust the deadlines. How many deadlines are really necessary beyond a simple measurement rationale? Management can usually adjust as needed, or reschedule the rotation to a better point."
This sounds like a nightmare to deal with. In addition to tight deadlines as a manager, I now have to deal with customer service rotations?? It's hard enough to get projects completed with upper management changing scope (which has happened at pretty much any place I've worked over the last 15 years).
"Isn't the point though to ensure that people are engineering and developing software with customer service in mind?"
I'm fine with this as long as management realizes that deadlines will need to change and it might take a couple of days (or even a week) to get back into the flow of a project that an engineer/developer has been taken off for customer support. In my experience, management doesn't know or care about either of these things and thinks you can just move people around when needed.
I'm glad I run my own company now, so I don't have to deal with this bullshit any longer. I would never implement something like this.
If management is going to be realistic, they can't leave deadlines unadjusted and still expect rotations through other departments.
But if you want a good business, you need to cross-train, which means this sort of rotation. That's something Toyota learned, something Etsy has learned, and something Microsoft inadvertantly reinvented if by accident.
More often than not, in large teams or organisations there is often a culture of blame or lack of accountability. I believe these exercises do help to foster greater teamwork and a sense of ownership (of the business).
I would assume from the fact that you run your own business, surely in the early stages you would have to take on multiple roles / responsibilities?
That actually probably works pretty well, but I have done my time in a call center and never want to go back.
This is pretty typical of all call centers. Most employees bond together to create a "work family", while they while away the hours until they find something better.
I don't know if it's more important, but I agree with the sentiment that customer service rotations are extremely important. Nothing brings your brilliant head-in-the-clouds engineering ego crashing down to earth like reading an email from a frustrated user who can't figure out how to get (what you thought was) your brilliant product working right.
Obviously the direct output isn't great but the experience is always beneficial.