If succession planning is on your mind, you’re in the right place. This topic is so important we’ve dedicated three blogs to helping you navigate this time of transition.
We’ve previously discussed how to honor a legacy employee even when they’re no longer performing at the level you need and how to (re)define the role they’ll be leaving so it truly supports the business. In this post, we’re tackling yet another critical aspect of succession planning: How to develop a high-potential employee to step into a key position when an incumbent retires. Here, we break it down for you in four straightforward steps.
1. Ditch your assumptions and ask a lot of questions
When someone has a history of high performance, you might assume you know what they like about their job and even what their career aspirations are. Mistake! Instead of assuming, have an open, honest conversation about their current (and, perhaps, future) role at the company.
Ask questions like:
- What do you like most about your role?
- What frustrates you most about your job?
- What are your strengths? Your weaknesses?
- What would you like to spend more time doing?
- How do you define success at work?
- What are your career goals?
The answers to such questions will provide clarity about your employee’s priorities, preferences, and goals and also about how well-suited they are for the incumbent’s role. If they’re a fit, great. If not—well, it’s better to know sooner than later.
(Find out why coaching conversations are great for engagement and retention.)
2. Set expectations about the upcoming position
We hope you’ve taken the time to define (or redefine) the soon-to-be-open position based on current company goals. The process ensures you now can clearly explain what the job responsibilities are—which is particularly essential if the job will change once the legacy employee retires. It’s really important to be transparent about such changes. Your potential replacement may well be thinking about the role based on how it’s been previously defined and handled, and those expectations may no longer be accurate.
(Read about the power of tying business goals to behavior.)
3. Conduct an honest assessment
Now that you’ve had an open, transparent conversation about the job itself, it’s time to assess how it aligns with your high-performing worker’s skills and strengths.
Ask questions such as:
- How does your background and experience relate to this new role?
- What skills are you currently using that will help you succeed in the new role?
- What areas do you need to develop?
(Discover how to make the dreaded performance review meaningful—and bearable.)
4. Provide meaningful feedback
During this process, you’ve asked a lot of questions and spent a lot of time carefully listening. It’s also essential that you provide honest feedback. Be prepared to share your perspective on things like:
- The employee’s alignment/readiness for the new role
- The gaps in their current skill set
- The company’s processes and plans for bridging skills gaps
- Any other ideas/strategies to collaboratively prepare the worker for the upcoming role
(Find out why feedback is the glue that holds companies and teams together.)
Keeping these four steps in mind will help you prepare high-potential employees to take over key legacy roles. Proactive planning goes a long way to smoothing any transition turbulence. Plus, when your top workers know you value their contributions enough to invest in them for the future, they’re much more likely to stick with you—even when change is in the air.
The People Spark team can help you navigate company transitions and develop your leaders so they can manage through change. Email Erin to set up a time to discuss your business needs.