“There are key people on the technical side that if the company were to lose them, it would have a huge impact on performance.” “Ideally, it starts with the C-level and the direct reports, but it can’t just stop at the management level,” says Sam Bright, an analyst at Forrester Research. This leaves less-visible (and often younger) employees stepping into managerial roles after a disturbance in the head ranks, often without sufficient training or preparation. In a report by Aberdeen Research, 82 percent of the companies surveyed claimed to have a succession plan for their executives, while only 17 percent did for lower-level workers and just 12 percent for their IT staff. “The old question is, ‘What if someone gets hit by a bus?’ Well, we know the answer to that now,” says Moquin, who took over for Boehme during his two-and-a-half-month convalescence.Ĭompanies often lack succession plans that reach beyond their C-level officers and their direct reports. Planning for major catastrophes also emphasizes information systems and the proprietary data within them and all too often gives short shrift to the people who manage it all. And because succession planning often falls under the categories of disaster recovery and business continuity, it frequently receives less attention than does preparing for sexier events such as hurricanes, earthquakes and terrorist attacks, even though these are far less likely to occur than, for example, a car accident. What happens when a key player in a company goes down? Who takes over? What effect will replacing an individual have on operations? While most businesses have org charts that map out what to do after disruptions-whether they’re caused by resignation, firing, retirement, sickness, injury or death-these are often crude in format and live in dusty filing cabinets in HR. “I don’t know if my wife picked it up or if they put it on my person,” says Boehme, “but I e-mailed Danny Moquin : ‘Been in a car accident.
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