It’s not enough to simply develop a succession
plan and set it into motion. In addition to
monitoring, evaluating, and adjusting it as
necessary, there is one very important element
that must be carefully thought out: ensuring a
smooth transition process for the successor. You
can have the best, most qualified candidate in the
world to succeed a key position, but the transition
still may be rocky because you haven’t set up a
process for transitioning that person.
Here are three helpful tips for ensuring a smooth
transition of a successor hired from a source
external to your organization:
Even before the transition takes place,
familiarize the successor with your
organization. Show the successor his or her
new office, give the successor a tour of other
offices, and introduce him or her to people
from other areas. Provide the successor with
an orientation that covers company policies
and procedures, as well as company-specific
passwords, acronyms, and the operation of
company phones, computers, copiers, and
printers.
Help the successor feel more at home
by introducing him or her to department
heads and other key people across the
organization. Encourage social interactions,
such as having lunches that include the
successor and people with whom he or she
will be working. The more welcome a
successor feels, the smoother the transition
will be.
Before the transition takes place,
prepare the employees who will be
interacting with the successor. Use
departmental meetings to provide your
employees with full information about the
successor and his or her forthcoming roles
and responsibilities in your organization.
Here are three more helpful tips for ensuring a
smooth transition of any successor, whether
selected from an external source or moved to the
position from within your organization:
Introduce the successor to all the
individuals with whom he or she will be
working. Give them the chance to interact,
get to know each other, and develop a level of
comfort.
If possible, allow the successor,
particularly if he or she is entering a top
leadership positions, to shadow the
person being replaced. This will familiarize
the successor with the daily details of their
new jobs, the issues and problems that
typically come up, and the knowledge needed
to effectively carry out the job.
Provide the successor with as full a
debriefing as possible regarding the ins
and outs of his or her new position.
Depending upon the position itself, this
debriefing should include information on
company operations, accounting and financial
data, new product development, and the
strategic plan.
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