We use cookies to provide you with a better experience. By continuing to browse the site you are agreeing to our use of cookies in accordance with our Cookie Policy.
  • INDUSTRY PRESS ROOM
  • ABOUT
  • CONTACT
  • MEDIA FILE
  • Create Account
  • Sign In
  • Sign Out
  • My Account
Free Newsletters
  • MAGAZINE
    • Current Issue
    • Archives
    • Digital Edition
    • Subscribe
    • Newsletters
    • Mobile Apps
  • TRANSPORTATION
  • MATERIAL HANDLING
  • TECHNOLOGY
  • LIFT TRUCKS
  • PODCAST ETC
    • Podcast
    • Webcasts
    • Blogs
      • One-Off Sound Off
      • Global Logistics and Risk
      • Empowering Your Performance Edge
      • Analytics & Big Data
      • Submit your blog post
    • Events
    • White Papers
    • Industry Press Room
      • Upload Your News
    • New Products
      • Upload Your Product News
    • Conference Guides
    • Conference Reports
    • Newsletters
    • Mobile Apps
  • DCV-TV
    • DCV-TV 1: News
    • DCV-TV 2: Case Studies
    • DCV-TV 3: Webcasts
    • DCV-TV 4: Viewer Contributed
    • DCV-TV 5: Solution Profiles
    • Parcel Forum 2022
    • MODEX 2022
    • Upload Your Video
  • MAGAZINE
    • Current Issue
    • Archives
    • Digital Edition
    • Subscribe
    • Newsletters
    • Mobile Apps
  • TRANSPORTATION
  • MATERIAL HANDLING
  • TECHNOLOGY
  • LIFT TRUCKS
  • PODCAST ETC
    • Podcast
    • Webcasts
    • Blogs
      • One-Off Sound Off
      • Global Logistics and Risk
      • Empowering Your Performance Edge
      • Analytics & Big Data
      • Submit your blog post
    • Events
    • White Papers
    • Industry Press Room
      • Upload Your News
    • New Products
      • Upload Your Product News
    • Conference Guides
    • Conference Reports
    • Newsletters
    • Mobile Apps
  • DCV-TV
    • DCV-TV 1: News
    • DCV-TV 2: Case Studies
    • DCV-TV 3: Webcasts
    • DCV-TV 4: Viewer Contributed
    • DCV-TV 5: Solution Profiles
    • Parcel Forum 2022
    • MODEX 2022
    • Upload Your Video
Home » build up the bench
labor pool

build up the bench

April 1, 2004
Donald Jacobson and Shelley Safian
No Comments

Though it's probably the least of his worries, Michael Eisner's recent troubles at the Walt Disney Co. have put the spotlight on succession planning. Eisner, of course, has been criticized for his failure to groom his replacement (among other things). But though the press coverage may have given that impression, succession planning isn't just a concern with CEOs or with large conglomerates. No matter how big or small the company, it's wise to groom capable people to take over any and all key functions. Indeed, a succession plan will be most effective if it covers the entire company, from bottom to top.

The benefits of lining up a strong bench—grooming, say, your current distribution manager to become your next vice president of distribution—are obvious: it helps keep your best people happy, fulfilled and focused on their future with the company. But the benefits of succession planning extend far beyond matters of retention.

For one thing, the company stands to save time and money, not the least of which are the expenses associated with hiring, training and even orientation. For another, bringing people up through the ranks lets you maintain continuity while still benefiting from a fresh perspective. And when you groom candidates from within, you invest your time training people you already know are a good fit with the company's culture.

Building a strong bottom-to-top succession plan cannot be done overnight. Finding those employees you want to retain and keeping them happy is a multi-step process. Here are some programs you can implement to begin that process.

1. Hire interim executives when needed for shortterm guidance. These executives, who are typically hired to oversee a project or manage a change initiative, often provide a welcome outside perspective when it comes to identifying the best internal candidates for management development and mapping out career paths. They can provide the objectivity not often available from internal management.

2. Institute a cross-training program. Putting people to work in different areas lets lower-level employees improve their skills and increases their value to the company. It also gives department managers backup for those times when a key employee is absent or on vacation and gives employees the opportunity to train for promotions. But don't do this unless an opportunity to advance truly exists. Enticement without rewards is meaningless.

3. Consider job sharing and other flexible scheduling options. Finding good people is one thing. Keeping them is another.Many times, an employee's tenure is interrupted by events outside the workplace. But that doesn't have to spell the end of that employee's career with your company. Allowing people to step back from full-time work when a life crisis interferes and share a job will help keep your company functioning smoothly. That flexibility helps you keep valuable employees who might otherwise be derailed by a temporary crisis and gives the company that all-important continuity.

When you evaluate your bottom-to-top succession plans, keep in mind that you're striving for continuity with an occasional infusion of new blood in the form of outside hires. This policy is reassuring to your staff, making them feel more comfortable in your employ. When they don't have to spend their days worrying about losing their jobs, they're better able to focus on helping the company grow and prosper.

Research shows that most people crave the safety and security of lifetime employment with a single company—just as their fathers and grandfathers had. Give them a future with your company, and they will give the company a future.

Business Management & Finance
  • Related Articles

    DB Schenker transports filling line to build up vaccine capacities against the pandemic

    TriStar and World Wide Technology team up to build 176-acre logistics campus

    how to build a flexible workforce

Don Jacobson is the president of Optimum Supply Chain Recruiters, a recruiting organization that specializes in the placement of management personnel in the logistics field on a nationwide basis. You can reach him by calling Optimum SCR at (800) 300-7609 or by visiting the firm's Web site, www.OptimumSCR.com.
Shelley Safian is vice president of marketing for Optimum Supply Chain Recruiters, a recruiting organization that specializes in the placement of management personnel in the logistics field on a nationwide basis. You can reach her by calling Optimum SCR at (800) 300-7609 or by visiting the firm's Web site, www.OptimumSCR.com.

Recent Articles by Donald Jacobson

Survival strategies for logistics professionals

temporary help for the executive suite

how to deal with survivor's guilt

You must login or register in order to post a comment.

Report Abusive Comment

Most Popular Articles

  • Schneider welcomes first battery-electric truck

  • Fred Smith is not worried about Amazon

  • Outlook 2023: What’s in store for logistics/supply chain?

  • Ports, maritime operators see tide turning as ocean freight tsunami subsides

  • RJW LOGISTICS GROUP EXPANDS RETAIL LOGISTICS OPERATION TO DALLAS

Now Playing on DCV-TV

D991bf51 52ad 4867 98ff b56f4fe5dd93

State of the Industry: Fluctuations & Normalcy

DCV-TV 4: Viewer Contributed
In this second of a four-part State of the Industry video series, Greg Orr shares insights on the shifting fortunes of a cyclical truckload market and what passes for normalcy in this economy. The truckload market is famous for its boom-and-bust cycles. A downturn in the economy sends the market reeling with too...

FEATURED WHITE PAPERS

  • The five best applications for robotic lift trucks in warehouse environments

  • Fulfillment Facility Improved Efficiencies by 4x

  • 3PLs: Complete Orders Faster with Flexible Automation

  • Reusable Packaging for the New Wave of Supply Chain Automation

View More

Subscribe to DC Velocity Magazine

GET YOUR FREE SUBSCRIPTION
  • SUBSCRIBE
  • NEWSLETTERS
  • ADVERTISING
  • CUSTOMER CARE
  • CONTACT
  • ABOUT
  • STAFF
  • PRIVACY POLICY

Copyright ©2023. All Rights ReservedDesign, CMS, Hosting & Web Development :: ePublishing