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Successor Planning for Key Roles

The document is a questionnaire for employees in critical roles to identify potential successors for three situations: temporary emergency leave, unexpected permanent leave, and expected retirement. Employees are asked to suggest up to three people for each question who demonstrate the necessary skills and experience to succeed in their role, either immediately with minimal training or after further development. Suggestions will be considered along with other factors to determine the appropriate successor.

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53 views2 pages

Successor Planning for Key Roles

The document is a questionnaire for employees in critical roles to identify potential successors for three situations: temporary emergency leave, unexpected permanent leave, and expected retirement. Employees are asked to suggest up to three people for each question who demonstrate the necessary skills and experience to succeed in their role, either immediately with minimal training or after further development. Suggestions will be considered along with other factors to determine the appropriate successor.

Uploaded by

gris
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Critical Role Questionnaire

It has been determined that your role within the organization is a critical role. Please fill out the
following questionnaire to help in the process of determining the appropriate successors for your role.
Assignments will be made based on three situations:
1. Emergency leave (temporary)
2. Unexpected leave (permanent)
3. Expected leave (retirement)
Identified successors may be the same or may differ depending on the situation. Temporary leave may
result in workload delegation versus a sole successor.

Please keep in mind that a successor does not have to “be you,” they simply need the professional skills,
experience, and strengths to succeed in your role. They may be, but do not necessarily have to be, top
performer(s). They can come from anywhere in the organization, and do not have to be from your
department. This could be a lateral move or promotion from anywhere in the organization. Do not
include your supervisor as an option.

Your suggestions will not guarantee that a person be deemed your successor. Combined with other
factors, your answers will assist in determining the appropriate person for each situation.

Thank you for being ethical in your suggestions.


Please provide as many options as possible for each question.
1. Who best knows the details of your position (?
1. _______________________________
2. _______________________________
3. _______________________________

2. Who could best succeed in your role immediately? Why? What additional training would benefit
them?
1. _______________________________
Why:____________________________________________________________
Additional Training: ________________________________________________
2. _______________________________
Why: ___________________________________________________________
Additional Training: ________________________________________________
3. _______________________________
Why: ___________________________________________________________
Additional Training: ________________________________________________

3. Who could best succeed in your role only after additional training/ development? What kind of
training/development would be necessary?
1. _______________________________
Additional Training: ________________________________________________
2. _______________________________
Additional Training: _______________________________________________
3. _______________________________
Additional Training:________________________________________________

4. If you left temporarily, would it be possible to delegate your workload to others?


Y N
Who would be capable of taking on this work successfully?
1. _______________________________
2. _______________________________
3. _______________________________

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