You’re all set with the people you need in your business today. You’re feeling good. It may feel like a relief and time to take a break so you can focus on other issues. But now is the time to think ahead and put together your People Plan.
If you’ve been following my posts on People Strategy, you identified in your people schematic that you will need 3 sales reps instead of 2, a higher-level technician to support customer service, or even a new office manager within the next year. Where are these people going to come from? How are you going to assure that you have the right person, for the right job, for the right reason tomorrow?
Following three best practices for a People Plan is your answer. A Succession Plan, Individual Development Plans for your employees and a Recruiting Plan will have you in good shape when you’re ready to expand your employee base or have to unexpectedly replace a high performer.
Is someone in your business ready now?
The Succession Plan is a company/management driven process that looks at all current positions and employees for the importance and criticality of each position. The team responsible for the plan discuss the vulnerability of the employee currently performing the role, possible internal candidates identified as back-fills for the position, and finally the need to consider external hiring for positions where a viable internal candidate has not been identified. The outcome of a succession plan is a document that the management team can revisit or pull out in case of an emergency loss. It goes without saying that the succession plan should be reviewed at least yearly or when a major change has occurred.
Will you develop employees so they’re ready for a bigger role?
The Individual Development Plan is a manager supported and employee owned process for the acquisition of new skills that will both assist the business and enhance the employee’s self-worth and career progression. Individual development plans should drive an employee towards additional skills, knowledge and abilities required for a higher-level position in the business, thus feeding the succession planning pipeline.
There are many avenues for training and skill development to consider.
- Traditional (technical) Skills Training, also known as On-The-Job Training, are skills usually shared by a co-worker that has, or still is, performing the task or skill that the employee is acquiring.
- Professional Training typically is gained through external sources and is usually technically or functionally important; like application development for an IT professional, or advanced plumbing techniques for a trades position, or new accounting requirements under GAAP for a CPA. Many of these types of training come with CEU’s (Continuing Education Units) for the profession in which the employee is employed.
- Formal Educational Training comes from the traditional secondary, 2 or 4 year college or a technical institute and focuses on specific educational required material necessary to be successful in the position.
- Soft-Skills Training, including Leadership Development, are those traditional non-technical skills that, when acquired, should enhance the ability of the employee to do their job.
- Professional Networking. While networking may seem out of place for Individual Development, it is most definitely a way for employees to develop their soft skills in a non-threatening environment that could also lead to additional business.
How are you going to fill the competency gap?
Finally, when you must look outside your company for the skills that you do not have internally, is the Recruiting Plan.
- A company first needs to be able to Attract candidates for existing openings or for possible future openings.
- Actively Recruit candidates through traditional recruiting methods, which include posting on the company’s website, paid websites such as Glassdoor, and the use of external recruiters or staffing agencies.
- To Passively Recruit candidates engages future prospective employees you meet at networking or customers events. Attending and participating in Job Fairs is an excellent way to engage potential job candidates for both present and future company opportunities. Attending college job fairs is also an excellent way to secure interns or prospective future full-time employees.
- The use of Social Media is no longer a nice-to-have, but a requirement to attract potential employees, recruit employees, and recruit passive candidates. The use of social media is also a necessary tactic to market the business, connect with existing and future customers, and to maintain a visible and active role in the on-line community.
I’ll be covering each section of the People Plan in more detail in future blogs. Look for my next blog on Succession Planning and the 9-Block Matrix.
Contact me if you have any questions on the People Plan.
Paradise Workplace Solutions, LLC works with business owners to improve productivity and profitable growth by aligning people strategies to the company’s business plan.