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Simply defined, cross training, or multiskilling, is a workforce development strategy in which employees are trained to do more than one task within a company. This development approach seeks to broaden employees' range of skills and prevent task over-specialization in order to help companies remain in business in the event of sudden internal and external changes.
As a training and development trend, workforce cross training is not new. According to [10] Mann (2010), "businesses yo-yo back and forth with the idea of cross training". A number of internal and external conditions, such as shifts in job descriptions and business needs, the added competition of a global economy, rapid technological growth and difficult economic times, among others, may trigger the re-emergence of the cross training development approach.
At first glance, the concept may sound like an effective and sensible approach to secure a company's competitiveness and survival in a fast-changing, global economy. However, the potential complexity, cost and other challenges of implementing a successful employee cross training program require very careful consideration, and may deter many from taking this route. This paper explores advantages, disadvantages, advice and concerns regarding workforce cross training practices, as well as examples of businesses and organizations that have successfully implemented cross training programs.
Rationale for cross training
According to [2] Dutkowsky (n.d.), companies turn to cross training strategies in order to adapt quickly to shifting staffing needs. As job descriptions change, cross-trained employees are better prepared to adapt to new tasks or move to areas of the company that have greater staffing needs. According to [10] Mann (2010), a multiskilled workforce helps maximize business productivity because employees are better prepared to handle task surges across different departments, thus preventing departments from being short-staffed while others are under-tasked.
On a day-to-day basis, employees with multiple skills are able to minimize the impact of worker absences and resignations as well as sudden, short-term needs. In customer service contexts, they are able to maintain productivity during lunch hours without the need to hire more people. In a grocery store, for example, a stocker trained as cashier can quickly take over a register when there is a surge in customers waiting in line to pay ([12] Reh, n.d.).
Cross training and adverse times
During unusually...