It can be almost impossible to see your current junior staff as tomorrow’s senior staff but if you don’t give them the chance, someone else will.
But it’s not just about losing good staff. Can you really afford to commit future time and money into recruiting from the outside if someone key leaves unexpectedly?
It sounds like a no-brainier but how much further could you be on your company road map if you hadn’t needed to recruit and on board key staff in the past?
Many leaders still dismiss the idea that their talented younger staff can be their strong future leaders, but that’s because they’re not seeing the potential today. They’re only looking for it when it’s already too late.
Yes, sometimes you do need to hire from the outside. Doing so brings in brand new skills, a fresh set of eyes, helps generate new ideas and improvements to your business. But sometimes hiring from the outside means you’re overlooking the staff you already have and that’s the quickest way to lose them.
Objectively examine the people within your business not currently at a management level. Now imagine they’ve left you and gone on to another role in a different company. Do you see a side step into a similar role – or have they gotten something better? Now imagine they’ve moved again. In two job’s time are they more senior still? If the answer is yes, then they should be your future leader, instead of being someone else’s.
Here’s where having a robust succession planning strategy is critical. Take the time today to identify your back up plan for all key staff and it will save you valuable time down the line. But you need to start today.
Have open and honest conversations with your high potential staff to understand where they want to be and don’t be afraid to talk about the future with them. Of course this means embracing transparency to a degree. If you’re preparing them for a management position, tell them so, but also tell them in how many years time you think it will be before they’re ready and the skills they’ll need to work on. Make sure they know the goal posts will move but that you’re committed to them and their progression.
Personal Development Plans are one of the best tools for upskilling staff, and done right, they don’t create an abundance of work for you to manage. With clear goals and timelines the employee can go on their personal journey, touching base with you regularly to provide updates and ask for guidance if needed.
A good PDP should start with what skills the business needs, but the employee should provide the how, when and where they’re going to get those skills. Your employee should take control of their own learning, knowing that you’re going to support their career progression and give them opportunities as they arise.
Focus conversations on flexibility and long term strategy. That way you and your junior staff will go forward knowing that what their working towards isn’t set in stone but there will definitely be progression, development and leadership in their future with you.
Laura Kelly 