2. Pinpoint candidates for company succession planning
Once you have a handle on the ripple effect that certain employee departures might cause, choose team members who could potentially step into those positions.
Ask yourself:
If we were to hire for X position internally, which employees would be the strongest candidates for stepping into this role?
Would those candidates need training? And, if so, what type?
While the obvious successor to a role may be the person who is immediately next in line in the organizational chart, don’t discount other promising employees. Look for people who display the skills necessary to thrive in higher positions, regardless of their current title.
More importantly, don’t assume you know how people on your team view their career goals. You may have certain team members in mind for senior management roles, but that doesn’t mean they’ll be interested in the idea once it’s presented to them. If you haven’t already, talk to these employees about how they view their professional future before choosing your successors.
3. Notify any prospects
In private meetings, explain to each protege that they’re being singled out for positions of increasing importance. Establish an understanding that there are no guarantees, and the situation can change due to circumstances encountered by either the company or the succession candidates themselves.
5. Do a trial run of your succession plan
Don’t wait until there’s a crisis to test whether an employee has the right stuff to assume a more advanced role. Have a potential successor assume some responsibilities of a manager who’s taking a vacation. The employee will gain valuable experience and appreciate the opportunity to shine. And you can assess where that person might need some additional training and development.
