Employees and managers come and go in every company, for multiple reasons. Maybe they found a better opportunity, they wish to open a business, or they want to spend more time with their family. Either way, they will leave a gap in your organization when they leave. And the bigger the responsibilities they held, the bigger the problems. Even if their abilities are easy to replace, their knowledge of the organization cannot. There are processes to follow, software to master, contracts to deal with, customers to follow-up with, and many other duties that will not be fulfilled properly by the new recruits hired to replace them, weeks or even months after. That is, unless you have succession planning processes within your organization.
By preparing the succession of your key people, you ensure that your activities will run smoothly, no matter their personal plans. This Human Resources process is essential for professional organizations who want to operate at full capacity at all time, in all circumstances. There are several steps to follow, including the 3 most important ones below.
We understand that hiring is more often than not a cost than most organizations cannot spend for. However, understaffing will create problems that will cost more than hiring. Work will be slower, duties will not be well spread according to everyone’s abilities, opportunities might slip through the cracks, and customer service will not be up to standards. Furthermore, when a key worker leave, it is unlikely they can replaced by the others who also have their own duties to deal with. They still might do, but the quality of both their work and new duties will drop. To convince and retain customers, a large workforce is necessary. This is especially true in a country like Cambodia where the wages are low. By hiring assistants or coordinators, you can ensure that every key people will be shadowed, becoming able to replace them temporarily when needed.
Onboarding mean orienting and training a new employee when they start their duties. While hiring is the first step, onboarding is the most important. Employees cannot be considered prepared if they are not briefed. Once again, the key people must step in and teach them their trades. It does not mean they must share everything. It is normal for managers and directors to keep what makes them unique. However, successful succession planning means that the new recruits must still be able to replace them when the time comes. Beyond that, it is a show of trust that the organization is giving, leading to higher employee engagement and greater retention rates. Advantages of onboarding do not stop to smooth succession only.
There are two kinds of training: internal and external. Internal training is absolutely mandatory. Only people within the organization know the ins and outs of their business. It is part of the onboarding process we just mentioned. But external training is equally important. The new recruits are unlikely to have the same skills and experience than seasoned workers, especially if they have to replace a manager or director. Take the time to meet them and listen to them. They will tell you what they need to ensure that the eventual succession will be the best. Moreover, said training will increase their capacities, increasing their productivity, output quality, and loyalty to the firm.
The CLPD can help you with your succession planning. After all, we are already implemented those best practices. Reach out to us if you are interested in a Succession & Training Assessment or in HR courses. We will come to you and explore the possibilities for you and your company, exploring opportunities and solutions together.