INCREASING PROFESSIONAL DEVELOPMENT WITHIN THE COMPANY FURTHERS THAT AIM AND INCREASES THE CHANCES THAT THE TRANSITION CAN GO SMOOTHLY
organizational foundations should be done before the planning actually begins . The only way to improve the process , or create a new one , is to understand what is already happening within the company .
• An implementation team comprised of company leaders can lend expertise to the process and dramatically improve the success rate .
• Proper job analysis should be done to identify what abilities , skills , and knowledge are necessary for the roles that are to be filled .
The above list is by no means exhaustive , but it serves as a good foundation for beginning the process . It is important to remember that no two companies are the same . Likewise , the needs of individual positions within those companies are also very different . Plans , therefore , will be individualized to the needs of each company .
Once the planning process has begun , a few more steps can be put into place . Privately letting individuals know that they are in consideration for key positions is a great way to get people on the same page . Increasing professional development within the company furthers that aim and increases the chances that the transition can go smoothly and hit as few roadblocks as possible . The succession plan can also be integrated into the current hiring process , creating a pipeline through the company for leadership positions .
Finally , consider a trial run of the plan when possible . If a manager or leader ( or CEO ) goes on vacation , have a potential candidate step into the role and assume those responsibilities while they are gone . The employee will gain experience “ in the field ” and likely appreciate the opportunity to give it a try . Trial runs are a good way to assess what areas of expertise an employee may need additional training on and how well a candidate can stand up to the rigors of a new position .
Being proactive with succession planning is the key to success . People can leave key positions for a variety of reasons and at potentially very inconvenient times . Relying on family to replace those people or misunderstanding how capable ( or willing ) family members are of stepping into those roles can be a huge mistake . Family should be included in the succession planning process , but it is important to analyze them as candidates in the same way anyone else would be analyzed . It is also important to recognize if they are not interested in stepping into those roles . +
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