To quickly get to know an organization better, I regularly ask for an overview of the key positions within the organization. Often the names of a few employees are mentioned who perform very well. Then two things are mixed up. Of course, employees who perform extremely well are of great value, but that was not my question. If key positions are unclear, then no succession planning for these positions.<\/p>\n\n\n\n
Key positions are those functions that are crucial for the survival of the organization. These positions ensure that the organization continues to run smoothly and are closely aligned with the mission & vision. Key positions require specific expertise (e.g. leadership or industry-specific knowledge) and the associated motivations and skills. In fact, they are irreplaceable in the short term. These certainly do not necessarily have to be only management roles and functions. Key positions are therefore the lubricant of the organization.<\/p>\n\n\n\n
Every organization tries to retain talented employees for as long as possible. But everyone leaves at some point and in principle everyone is replaceable. It is crucial that employees are trained with the right motivations and competencies to be able to successfully fill these key positions in the future. Yes, it is about proactively anticipating turnover. But it goes further than that. This is also about further development of talent. Because attention, time and money are freed up for professional growth within the organization. Investments are made in colleagues and trust is expressed.\u00a0<\/p>\n\n\n\n
By looking ahead and taking proactive action, the organization shows resilience and leadership. Everything to ensure maximum stability of the organization and thus stay ahead of the competition and retain talent. Key positions unclear then no succession planning.<\/p>\n\n\n\n
Sometimes I am asked the following question: \u201cWhy should we invest in a colleague if we are not sure whether the key position will become vacant\u201d? In short, are we not investing for nothing? Not in my opinion. Because this is how you bind a talented colleague to your organization for a certain period. That's a win\/win for both parties. In addition, there is always the chance that this position will become vacant. However, if the talented colleague leaves prematurely disappointed, it will always cost you as an organization more than the investment. In several ways.<\/p>\n\n\n\n
It is regularly stated that HR & management do not get around to identifying key positions and certainly not considering possible succession and investment in talent. Both are consumed by the operation. Although it can be difficult, make time for it. In the broadest sense of the word, it costs the organization more to start looking for a replacement on an ad hoc basis in the event of termination. So put this topic in the plan for 2024, I would say.<\/p>\n\n\n\n