Every wise organisation wants to be aware of its critical roles that drive business success. These might include senior roles which are highly influential, certain key sales roles, or roles which rely on strong internal networks that take time for the jobholder to build. Increasingly, critical roles include those that are niche and hard to fill, such as certain specialist or emerging roles in the technology space.
The trouble is, succession planning is usually an extremely time-consuming and bureaucratic exercise which involves every manager and immense HR effort. The output often lacks real depth of information about the few truly critical roles the organisation should be worried about.
We believe there is a better way to solve this. It’s all about honing down the scope of the number of roles to the relatively few that really need a succession plan. Here are our recommendations to achieve this.
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