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Dressed for succession

Open-access content Monday 4th February 2019 — updated 2.38pm, Tuesday 5th May 2020
From the archive:  Just so you know, this article is more than 3 years old.

Read Steve Gladwin on Recognising excellence here

Read Gregory Blondeau on Death of the suite: long live best-of-breed here 

Read Nick Boughton on Evolution of power here


4 February 2019 | Dr Toyin Aderiye


Dr Toyin Aderiye explains the hiring steps organisations should take when replacing a post holder.


When you consider the rapidly changing world of facilities management and combine that with the average time people spend with one organisation, the potential for flux magnifies. 


This has positive and negative effects on the role that is left behind. There is opportunity to move it forward and improve delivery of the associated responsibilities - but there is also acclimatisation time required by the new post-taker to understand what is required while ensuring quality service delivery. 


Succession should be about a role and the arrangements in place for business continuity. The issues that often occur surrounding succession tend to arise because predecessors are trying to find the best person to replace them, or their organisations are looking for someone just like the role-leaver. Realistically, they should be seeking the best person for the role. The former can lead to issues such as not seeing anyone as good enough, unconscious bias, or even a role going unfilled for a period of time because of the search for 'a good fit'. 


The right candidate in all cases should fulfil two requirements: 1. Be able to meet the associated responsibilities of the role, and, 2. Be able to fit in with the culture of the organisation. 


For the first requirement, this means a clear definition of the role, the processes required to get the job done to the best standard, and a comprehensive guide for employees whether it is their first day or 387th with the organisation.


Some questions to consider: 

  1. Is your current role crafted and built around you, or around the role in itself? 
  2. If you leave today, are there processes set in place for someone else to step in? 
  3. Does your organisation work on a 'how we do things here' basis, requiring insider knowledge, or on a 'these are the guides you need to get things done' basis?

 


Dr Toyin Aderiye is a senior lecturer at Sheffield Hallam University


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