A business’s succession team is a core human resource that ensures present stability and future readiness, connection, and development for the organization’s operations. Planning to build a succession team means building the future managers and leaders of the business.
“One day I will leave and retire. You are the future owners and successors of this business.”
Has your business made contingency plans for its workforce in the near and distant future? This is especially important after the recent workforce reductions caused by the prolonged pandemic. Can your current workforce still support ongoing operations? And does the quality of your human resources ensure that you can build a succession team for the more distant future?
I. What Are the Current Crisis Issues?
1. A Crisis in Workforce Size
For various reasons, including downsizing or employees resigning recently, the first issue everyone can see is a reduction in workforce size.
With fewer employees, some less critical positions are left vacant, but the work still needs to be done. It is assigned to another person who can perform it as well as possible. However, the same level of professionalism as before cannot be guaranteed.
Meanwhile, economic activity is recovering after the pandemic. Workloads are gradually increasing, while employees for vacant positions cannot be recruited and put to work immediately.
2. The Quality of the Current Workforce
As mentioned above, the workload increases while the number of employees decreases, so quality cannot be guaranteed. Professional expertise and working time become fragmented.
Some remaining employees are unable to meet the job requirements. However, the business cannot reduce headcount further because it still needs someone to keep certain small tasks going.
It is difficult to accept stopping certain business activities because of staff shortages. Even highly capable employees who remain cannot fully realize their potential. They must spend additional time handling other issues instead of focusing on their specialties as they did before.
Above all, a business crisis occurs when key employees leave during a difficult period.
3. Reasons on the business side:
- Business operations have been severely affected by the pandemic.
- Employees had to be laid off, placing pressure on those who remained. Without solutions for improvement, these employees gradually become overwhelmed by having to carry too many responsibilities at once.
- There are few opportunities for employee development.
- There is no clear career development path for successor personnel.
- Employees are not sufficiently connected to the organization to help it overcome the difficult period together.
- The business does not analyze its workforce to determine training strategies or identify the motivations that could retain employees even when its financial situation cannot meet their needs.
4. Reasons on the employee side:
- Pressure from the volume and quality of work.
- Benefits do not meet personal expectations.
- They cannot find opportunities for advancement or for learning and career development.
- They have opportunities for better development or benefits elsewhere.
Losing core employees is a major loss that significantly affects business operations. What solution can ensure stable operations even during difficult times? Much depends on a succession team—people who can take on new positions as soon as workforce changes occur.
II. Solutions to Ensure Business Continuity
1. Pay Attention to the Benefits of Current Employees
Given the current situation, if a replacement cannot yet be recruited for a vacant position, improving benefits and addressing other employee concerns are essential. Pay attention to the motivations that enable them to remain connected and overcome this difficult period with the organization.
2. Recruit New Employees
Of course, new employees cannot be recruited and become effective immediately because they need time to become familiar with the work and workplace. Meanwhile, the shortage continues to place even greater pressure on them. A clear training plan to help them adapt and work as steadily as possible is essential. This is a solution for the business’s future planning.
3. The Core Solution Is to Build a Succession Team.
This should be done before difficulties or challenges arise. A succession team consists of employees who are connected to the organization’s development and ready to overcome difficult periods with the business. When a business plans to expand, these people become important keys, taking on crucial and essential roles in executing that plan.
Business operations are not interrupted when personnel changes occur, and people with potential are given opportunities to develop. They understand their career development path. This increases long-term employee commitment because individual goals are aligned with the organization’s shared goals.
III. Tools to Help Businesses Analyze Their Workforce and Develop Training Plans for Their Succession Team
1. Motivation Questionnaire (MQ) – A Motivation Questionnaire from Germany
Assessment results MQ Test based on Maslow’s hierarchy of needs, one of the fundamental frameworks for understanding human needs. The MQ Test helps explore each individual’s motivation through a motivation questionnaire. It measures both the needs and the degree to which employees’ most basic and common needs are satisfied.
The MQ Test measures whether employees’ psychological tendencies and motivation are driven by external factors or internal factors. The measurement results provide a basis for understanding what employees need. This makes it possible to motivate them to work effectively, create greater value, and strengthen the connection between personal and organizational development.
2. Uchida-Kraepelin (UK Test) from Japan
Uchida-Kraepelin (UK Test) is a test that analyzes human resources quickly and accurately. The results reflect work ability, measure job performance, identify behavioral tendencies and habits, and highlight notable psychological fluctuations.
The UK Test provides businesses with information for measuring capability, suitability for a profession, and compatibility with the characteristics of a job. It is used in recruitment, position allocation, and the assignment of job types and workloads to employees.
Learn more about the Uchida-Kraepelin Test: https://vienquest.com/uchida-kraepelin/
3. Trait-Map – Germany’s Human Personality Trend Test.
Trait-Map Test based on the Big Five model, helps identify participants' personalities, personality types, life perspectives, and working styles.
The Trait-map test results provide details such as personality expressions in essential skills, stress tolerance, meticulousness, attention to detail, and conscientiousness…
The Trait-Map Test is particularly effective for team assessment. Managers can see which personality traits are prominent and which are less expressed in each person. They can also identify each individual’s most prominent role within the team and determine which roles or positions that person may be capable of taking on. This enables the business to arrange its workforce appropriately to maximize work effectiveness and provide timely support and training where limitations remain and improvement is needed.
Learn more about the Trait-Map Test: https://vienquest.com/trait-map/
EQ Test: https://vienquest.com/tri-tue-cam-xuc-ki-nang-de-tro-thanh-nha-quan-tri-tai-ba/
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