J. J. Keller® Compliance Network Logo
Start Experiencing Compliance Network for Free!
Update to Professional Trial!

Be Part of the Ultimate Safety & Compliance Community

Trending news, knowledge-building content, and more – all personalized to you!

Already have an account?
Thank you for investing in EnvironmentalHazmat related content. Click 'UPGRADE' to continue.
Enjoy your limited-time access to the Compliance Network Professional Trial!
A confirmation welcome email has been sent to your email address from ComplianceNetwork@t.jjkellercompliancenetwork.com. Please check your spam/junk folder if you can't find it in your inbox.
Thank you for your interest in EnvironmentalHazmat related content.
You've reached your limit of free access, if you'd like more info, please contact us at 800-327-6868.
Taking the next step for a succession plan
  • Employers should determine which key positions to focus on for a succession plan.
  • Sometimes filling key positions with outside talent benefits a company more than preparing current employees to move up.

After identifying succession plan needs and employee availability, develop those resources to meet future needs. Decide, based on the employee’s background and interests, which positions in the company the employee might be a good fit for, and the degree of suitability for each position for which the person might be considered.

The employee’s training and development should be geared toward these positions, or a particular position, if appropriate. Ideally, the employee will receive the education and training necessary to be qualified to perform in the new job before actually being called upon to do so.

Determine on an individual basis what hurdles an employee must overcome to move up one to two levels in the organization within a relatively short period of time, generally 36 months or so. This is a commonly used measurement for determining a high potential employee. If the employee can overcome the obstacles (obtain the required training, knowledge, and experience), the employee should be considered as having potential. If not, it doesn’t mean the employee can’t be developed and moved into a higher-level position, but the employee probably won’t be a contributor at the high level needed.

Key company positions

In determining the employees to develop, consider which positions may need to be filled sooner, then determine which employees might be put on the “fast track” to fill these positions. These positions will be more specifically geared to certain people because of the time frame involved. This is more along the lines of “replacement planning” than “succession planning” because the need is more immediate.

When to look outside

It is important to note that it is not necessarily desirable to fill all upper-level positions from within. While the company must maintain some continuity, it also wants to bring in fresh ideas and experiences. When determining which employees to develop for future positions, consider bringing in new employees, especially where a knowledge or experience gap exists in the talent from the employee pool.

Choose wisely

During the employee development process, make wise decisions. Some employees may only be competent up to a certain level. It is not wise to assume that all employees who appear to have potential will actually thrive in an executive or upper management capacity. Don’t take a great manager and place him or her in a position that is beyond the employee’s capabilities, thereby creating an ineffective executive.

Putting sufficient time and effort into the process of developing the right employees for the most suitable positions helps avoid situations like this. By taking great care in the succession plan process, it can be a win-win situation for everyone.