What is your process for handling succession planning AFTER an unexpected departure of a key member on your Supply Chain team?
Sort By:
Oldest
Director of Supply Chain in Healthcare and Biotecha month ago
We first conduct an assessment, if the individual is already gone then this entails interviews with their team, going through their calendar, etc to create a detailed transition plan - what key activities were they handling, what activities are in flight and need action, key stakeholders to connect with, access to files/systems/data - this is all conducted to figure out (line by line) where the work is best transitioned and what actions that entails. This helps create/update the succession plan and figure outif there are any HR related concerns (job descriptions, compensation), etc.Sr. Director of P2P in Softwarea month ago
After an unexpected departure, my first step is to review the current succession plan for the team. I assess whether the plan is still valid and aligns with our current needs. If the plan is up to date and applicable, I proceed with executing it immediately. It is crucial to ensure that the succession plans are regularly reviewed and updated during standard review cycles to maintain their relevance and effectiveness. Only a well thought out succession planning process will minimize disruptions and ensure continuity in our operations.VP of Supply Chain in Transportationa month ago
This question poses two issues: (1) unexpected departures are commonplace in the work environment, and (2) succession planning should be an ongoing exercise for critical roles. In truth, being in a position of a "single point of failure" is ineffective leadership. Leaders are responsible for investing in those they are entrusted to lead. Highly effective leaders are always forward-looking. Next, engaged leaders have their finger on the pulse of their workforce to anticipate potential attrition or related issues. If someone in a vital role leaves unexpectedly, it is important to quickly lean on others on the team who are willing and able to step in. Second, devise a solution with other BU leaders, such as HR, ELT, or peers, who can help provide best-fit solutions and alternatives.
Reassess the roles and responsibilities the departing team member vacates to prioritize which activities require immediate attention and develop a delegation plan. Lastly, it should be treated as a learning experience to evolve succession planning effectiveness. Identify at minimum two viable options that can seamlessly step into the new role to provide value with a shortened learning curve. If there is a talent gap in the necessary skills and competencies, determine if it makes sense to employ a consultant or contract worker in the short term while finding a permanent solution by hiring an internal FTE.
1) people development plans
2) people objectives and
3) succession plans
require revision.