Archive for the ‘position’ Tag

Successful Succession Planning: Builds Bench Strength for the Organization

To maintain a strong organizational structure, employees must be trained and developed to handle challenges. Through the implementation of a succession plan, key members in the organization are identified, trained and developed to tackle problems that may arise in the future. Succession planning guarantees that “high potential” employees are prepared to fill in organizational gaps in times of corporate expansion and loss of key leaders. Organizations should develop a succession plan before it’s too late to safeguard against unforeseen occurrence.                                                                                                                                 

Steps to Develop a Successful Succession Plan

Step – 1 – Identify key positions:                                      

The first step in effective succession planning is to identify the key positions in your business. Usually, these positions are leadership roles such as CEO, CFO, COO, VPs, department managers and subject matter experts. Determine the competencies and experiences required to qualify for each key position.     

Step – 2 – Identify key talents                                                               

The next step is to look for potential employees who have the caliber to fill these roles. To do this you need to know what essential knowledge, skills and abilities (KSAs) are needed in the job. Engage potential candidates about the possibility for professional development in their respective role and beyond. Be sure not to promise anyone a future role.                                                                 

Step – 3 – Assessment of key talents                                                               

Once an employee shows interest and is ready to be trained, you will want to perform a gap analysis. Determine the difference between the KSAs required for the job and the KSAs an employee currently possesses.

Step – 4 – Generate a development plan                                                   

Identify the KSAs an employee lacks to generate an individual development plan that will map out a training agenda and the competencies needed for the employee to reach the intended goal. The method of training depends on what you are trying to accomplish, how much time it will take, and the budget. Two such methods have been described below:

  • Job shadowing – Job Shadowing is when a trainee studies the work a subject-matter expert (SME) does on the job. The purpose of job shadowing is to set up a mentoring relationship for the trainee in a particular area and give trainee a better understanding of the subject they shadow and insight into how decisions are made.
  • Special projects or stretch assignmentsA special project or stretch assignments allows an employee to stretch their current abilities by taking on additional responsibilities to acquire new skills. This is usually done with the accompaniment of oversight and mentoring.

 Step – 5 – Development Monitoring and review
It is important to periodically re-evaluate the succession plan for changes and new development. An annual or semi-annual succession planning review should be held to review progress of key talent and to revise development plan as needed.


Are You Violating ADA Requirements by Denying Leaves?

According to the American with Disabilities Act (amended to American with Disabilities Act Amendments Act (ADAAA)), employees who request an extension for leave due to medical reasons cannot be terminated regardless of the length of leave. The Equal Employment Opportunity Commission (EEOC) prohibits leave policies that terminate employees who exhaust leave benefits because it is a violation the ADAAA reasonable accommodation clause.

 The Family and Medical Leave Act (FMLA) provides eligible employees twelve workweeks of unpaid, job-protected leave in a 12-month period for specified family and medical reasons. In cases where an employee with an exasperated leave benefit files an extension, the ADAA requires employers to evaluate the request to determine if additional leave would impose an undue hardship on the business. The employer must analyze the impact of the employee’s initial 12-week absence to determine how much additional leave is needed. Furthermore, employers are not required to grant indefinite leave if they receive notice from the employee or the employee’s physician stating that the employee will never be able to return to work.

As per EEOC regulations, if an employer cannot hold the employee’s job open due to undue hardship, the employer must then determine whether there is an equivalent vacant position that the employee is qualified to perform. If the employee could be re-assigned to an equivalent position without incurring an undue hardship then the employer should extend the leave and assign the employee to the open position.  If an equivalent position is not available, the employer must look for a vacant position at a lower level. If an employee is able to return to work but unable to perform an essential function of the original position, even with a reasonable accommodation, the employer may consider re-assignment and possibly separation.

 HR Best Practices:
• Train managers on FMLA policies so that work-hours can be analyzed appropriately if an employee raises an ADA related concern.
• Post proper notices and consider employee requests for additional leave or special consideration for a reasonable accommodation.
• Promptly respond to employee requests regarding leave extensions, special accommodations, or any requests related to FMLA or ADA.