Intergenerational Knowledge Transfer Succession Planning

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Over the past 5 years we have heard predictions of an impending worker shortage due to the retirement of the baby boomers. Predictions are that the retirement of baby boomers will create a drain in knowledge, experience and leadership in our workforce. With the recent downturn in the economy, most organizations did not focus on this trend. However, now that we appear to be in an economic recovery the discussion is back on the table with greater intensity. But did anyone actually speak to the boomers or is this just a prediction?

Intergenerational Knowledge Transfer Succession Planning

  1. 1. Intergenerational Knowledge Transfer Retaining the Skills and knowledge of Older Workers!
  2. 2. The Aging Workforce Issue! <ul><li>As the workforce continues to age, there will be significant economic and business-related ramifications for us and the companies we work for as owners, suppliers and clients. </li></ul>
  3. 3. Lost Knowledge and Skills <ul><li>Critical for all businesses will be the embedded knowledge and skills that will be lost as older workers retire. </li></ul>
  4. 4. Transfer of Knowledge! <ul><li>Equally as critical will be transferring the pertinent knowledge and skills to the younger generations in or entering the workforce. </li></ul><ul><li>“ WHAT IS PERTINENT?” </li></ul>
  5. 5. This is not apples to apples! <ul><li>Currently we have 4 generations in the workplace. </li></ul>
  6. 6. Engagement <ul><li>In order to be successful, businesses need to engage all 4 generations in every aspect of the business. </li></ul><ul><li>This is good resource and development planning! </li></ul>
  7. 7. Who are we talking about! <ul><li>Generations in the Mix </li></ul><ul><li>Matures – (61+) 1909-1945 </li></ul><ul><li>Baby Boomers (42-60) 1946-1964 </li></ul><ul><li>Gen X (27-41) 1965-1979 </li></ul><ul><li>Millenial (<26)1980-2000 (also known as Gen Y or “Echo (Boom) Generation) </li></ul>
  8. 8. Matures <ul><li>Dedication and sacrifice </li></ul><ul><li>Experience is and will always be the best teacher, and they have plenty of experiences to draw from. </li></ul><ul><li>Conformity, blending, unity… team. “We first.” </li></ul><ul><li>Hard times gave way to prosperity; they are the wealthiest generation in our society today… and the smallest. Prosperity came from valuing moderation, and they still value it today. </li></ul>
  9. 9. Baby Boomers <ul><li>“ Workaholic” & work ethic… defined by their job </li></ul><ul><li>Competitive </li></ul><ul><li>Success is visible: trophies, plaques, certificates, lifestyle elements </li></ul><ul><li>Optimistic </li></ul><ul><li>Consumers </li></ul><ul><li>“ We are the world; we are the children.” </li></ul>
  10. 10. Gen X <ul><li>As youth, they were taught to question authorities. They have no shared heroes. </li></ul><ul><li>Somewhat disdainful of Boomers: “Lots of noise, but what did they really do?” </li></ul><ul><li>Began a trend of parents and children as friends. But as children, they were viewed as a hardship on the family. </li></ul><ul><li>They are somewhat cynical and pessimistic and view things on shorter time horizons. </li></ul>
  11. 11. Millenial <ul><li>Optimistic, but busy and stressed </li></ul><ul><li>Programmed and coddled </li></ul><ul><li>Group (team?) oriented </li></ul><ul><li>Like “Gen X”, they were raised as their parents’ friends </li></ul><ul><li>They are not yet adults but are not adolescents either </li></ul><ul><li>Ambitious but appear directionless </li></ul>
  12. 12. What are we talking about? <ul><li>Succession Planning (for the purpose of this workshop) is resource and development management or succession management: </li></ul><ul><li>Management resource strategies; </li></ul><ul><li>Analysis of supply/demand (hr planning and audits); </li></ul><ul><li>Skills analysis; </li></ul><ul><li>Recruitment and Retention processes </li></ul><ul><li>Performance management and </li></ul><ul><li>Employee development. </li></ul>
  13. 13. Session Focus What you will learn today! <ul><li>How to identify the challenges ahead (global and internal to your organization) in knowledge and skills transfer. </li></ul><ul><li>Strategies to tackle these challenges. </li></ul><ul><li>Processes for planning and measuring successful outcomes. </li></ul>
  14. 14. Questions we will begin to address in today’s workshop: <ul><li>What are the gaps between where I am now in the process and where I should be? </li></ul><ul><li>How will I identify the differences in learning styles, needs and desires, wants, beliefs, personalities and competencies between Older and Younger Workers in order to transfer skills and knowledge? </li></ul><ul><li>What skills and knowledge do I need to retain and transfer? </li></ul><ul><li>How do I get started? “You already have – you are here!” </li></ul>
  15. 15. The 6 Step Process <ul><li>Assessment stage – Vision, Mission and Values; assess demographics; what skills and knowledge is important; </li></ul><ul><li>Planning stage –review current processes, develop new processes and develop the plan </li></ul><ul><li>Initiation stage – communicate, action, monitor and review </li></ul><ul><li>Progress Stage – training, communicate, knowledge transfer </li></ul><ul><li>Transition Stage – hand over the reins with confidence </li></ul><ul><li>Succession Stage – ride off into the sunset! </li></ul><ul><li>Continual Re-evaluation and Communication of Vision, Mission and Values along with consistent and continual Communication of the plan and process are vital to the Success of your plan! </li></ul><ul><li>Today’s focus will be on the first two stages! </li></ul>
  16. 16. Questions about the Organization <ul><li>Through this process you will begin to adjust the culture so it will welcome and embrace the introduction of new skills and mindsets by preparing the organization.   </li></ul><ul><li>Before you can adjust the culture effectively, your workforce needs to see genuine signs of alignment between your organization's: </li></ul><ul><li>Business Objectives </li></ul><ul><li>Service Vision and Values </li></ul><ul><li>Service Standards </li></ul><ul><li>Systems and Processes </li></ul><ul><li>Staff – all four generations </li></ul><ul><li>Once back at the office, complete “ Questions about the Organization&quot; and “Coaching Four Generations”. Read the accompanying documents chalked full of ideas and processes. </li></ul>
  17. 17. Intergenerational Knowledge Transfer <ul><li>How to identify where are you in the process of transferring knowledge currently: </li></ul><ul><li>Assessment stage </li></ul><ul><li>We will start the process by addressing the following: </li></ul><ul><li>What is your vision, mission and values? What is the culture and does it appeal to all? </li></ul><ul><li>What Plans and Processes do you have in place now? Review them critically! </li></ul><ul><li>Who is part of this plan (demographics) and what are their differences (needs, wants, desires and more)? </li></ul><ul><li>What Plans and Processes do you need to develop to ensure that knowledge and skills are transferred? </li></ul><ul><li>What knowledge and skills are important to transfer? and </li></ul><ul><li>How do you identify everyone’s needs are met in the process? </li></ul>
  18. 18. What is your vision, mission and values? What is the culture and does it appeal to all? <ul><li>In order to begin the process you need to understand where you want to be. </li></ul><ul><li>This is a process in itself. We don’t have enough time to be in-depth today, but we will give you the basics. </li></ul><ul><li>The process of vision, mission and values coming to fruition is a full process in itself. Plan to take your time and get it right. </li></ul>
  19. 19. What is the Reality? <ul><li>In this stage you will assess and develop a shared sense of current reality of the culture and values in your workplace. </li></ul><ul><li>Identifying the perceptions of where you are now heavily influences the implementation of the rest of the initiative. </li></ul><ul><li>Expectations for the future need to be anchored in an accurate understanding of current reality. If not, you are setting yourself up for misunderstandings and possible failure—budgets, timelines, people and resource allocations may end up way off. </li></ul><ul><li>Your values are the foundation to greatness! </li></ul>
  20. 20. Vision, Mission & Values <ul><li>What is the difference between </li></ul><ul><li>a Vision, Mission & </li></ul><ul><li>a Value Statement? </li></ul>
  21. 21. Don’t confuse a vision with a mission statement! <ul><li>A Vision describes a future identity and </li></ul><ul><li>a Mission describes how it will be achieved. </li></ul>
  22. 22. Vision- 'An Image of the future we seek to create'. <ul><li>A vision statement describes: </li></ul><ul><li>a formal statement that expresses the aspirations and goals of a company or organization in graphic terms where the goal-setters want to see themselves in the future. It may describe how they see events unfolding over 10 or 20 years if everything goes exactly as hoped. </li></ul><ul><li>Do you have a vision statement? </li></ul><ul><li>If so, does it fit with the demographics of your workplace? </li></ul><ul><li>Do you have buy-in from everyone? </li></ul>
  23. 23. Mission Statements <ul><li>A mission statement describes: </li></ul><ul><li>purpose, reason for being; also, an inner calling to pursue an activity or perform a service. </li></ul><ul><li>A Mission statement may define the purpose or broader goal for being in existence or in the business. It serves as an ongoing guide without time frame. The mission can remain the same for decades if crafted well. </li></ul><ul><li>What is your Mission Statement? </li></ul>
  24. 24. Values <ul><li>A value system refers to how an individual or a group of individuals organize their ethical or ideological values. A well-defined value system is a moral code. </li></ul><ul><li>Values are subjective and may vary across people and cultures. </li></ul><ul><li>What are your organizations Values? </li></ul>
  25. 25. Exercise #1 <ul><li>Take a minute to write down the vision, mission and values of the organization you work in. </li></ul><ul><li>If you do not have vision, mission and values – write down what you think they are or should be! </li></ul>
  26. 26. Exercise #2 <ul><li>How well do you know what Canadian Employees want? </li></ul><ul><li>Take a moment to write down what you feel your employees value most – handout provided. </li></ul>
  27. 27. Why Values, What Values? <ul><li>&quot;Our people are our most important asset.&quot; If you work in an organization, you’ve heard these words many times; yet how many organizations act as if they really believe these words? Not many. </li></ul><ul><li>These words are the clear expression of a value, and values are visible through the actions people take, not their talk. </li></ul>
  28. 28. How Values Work <ul><li>When People feel alignment between their personal values, their organizations values and their managers values, they call it a “good fit.” </li></ul><ul><li>When values are clear, they guide all business and personnel decisions – especially when those decisions are tough and emotional. </li></ul><ul><li>When an organization’s declared values and its real values don’t match, people become stressed, confused and cynical. </li></ul><ul><li>When an organization’s values serve as the foundation for its vision, business strategy and talent development, it outperforms its competition and becomes a lasting institution. </li></ul><ul><li>Cohen, David S. Inside the Box </li></ul><ul><li>This last point is where you want to be. Values come from the top. Values foster a winning culture, building a strong brand from the inside out! Values build “Employers of Choice”! </li></ul>
  29. 29. Setting the stage! <ul><li>Values form the foundation for everything that happens in your workplace. If you are the founder of an organization, your values permeate the workplace. You naturally hire people who share your values. Whatever you value, will largely govern the actions of your workforce. </li></ul><ul><li>Your values will set the stage </li></ul><ul><li>for your mission </li></ul><ul><li>and vision statements, strategic goals and Human Resource planning! </li></ul><ul><li>For more information on Building an Organization </li></ul><ul><li>Based on Values contact us! </li></ul>
  30. 30. Buy-in to Values! <ul><li>Senior Management must buy into the values of the organization. They must live and breathe them or staff will never ever buy-in. </li></ul><ul><li>In order for Senior Management to buy-in it has to come from the top – from the CEO, Owners, Executives of the company. </li></ul>
  31. 31. Senior Management Exercise <ul><li>Back at the office – </li></ul><ul><li>Create your Values, Vision and Mission Statements! </li></ul><ul><li>Strategic Goals for the next 5-20 years – revisit openly and often! </li></ul><ul><li>Who are the key senior staff from whom you want to transfer knowledge (these will be your mentors/role models)? </li></ul>
  32. 32. Visions from the Top Down! Discussion <ul><li>Do Visions come from the top in your organization? If so are they clear? Do top executives demonstrate these values in their actions? </li></ul><ul><li>If not, why? </li></ul><ul><li>What change is needed to instill this process in your workplace? </li></ul><ul><li>Discuss as a group! Exercise #3 </li></ul>
  33. 33. Creating Value in the Workplace <ul><li>How can you help create a climate where people feel valued and, therefore, more committed to contribute in a meaningful way? </li></ul><ul><li>An exercise you can do with your team at work that will uncover ways they can show appreciation for others, will ultimately lead to a more collaborative work environment and identify new “key employees” in the organization. </li></ul><ul><li>By doing an exercise in what all employees values are, will assist in identifying who fits into the organization. First you need to know what the companies values are. </li></ul>
  34. 34. Exercise #4 <ul><li>Brainstorm ways that you can show staff that they are valued and that you believe in them, independent of their performance . Record the answers as a takeaway so that you can start using them immediately in your workplace. Keep in mind what the 4 generations value most! </li></ul><ul><li>Break into groups! </li></ul>
  35. 35. Develop a Genuine Assessment of your culture and values! <ul><li>Begin with a genuine assessment of the culture/values in the workplace so that front line staff feel that someone in a senior role has listened to them, and do just that – listen and follow through. </li></ul><ul><li>They each have a view of the current reality that influences their everyday performance. They must feel their reality is understood and their voices are heard. Without this, the likelihood of people adopting and assimilating new communication skills and attitudes is low.  </li></ul><ul><li>The assessment data will become the benchmark for your measurement of the success. </li></ul>
  36. 36. What are your staff’s Values? <ul><li>Assess your staff’s values. Do they align with the values of the organization? If they do, you have your star key performers. Focus on them throughout your succession planning process. Don’t forget the others, as they may come around too. Assess again a year from now and see if there are newbie's on the block. </li></ul><ul><li>If your staff are not aligned, they will not stay. </li></ul>
  37. 37. Let’s get started! <ul><li>To begin assessing, planning and putting into practice processes to ensure the knowledge and skills are transferred, ensuring that both young, middle and older workers fit into the dynamics of the business together – you will have to develop policies that address everyone’s needs, have procedures written in languages everyone understands and is comfortable with (jargon)! Your assessments will identify these needs. </li></ul><ul><li>Lets start by reviewing who is in the mix? Following is a chart for assessing your team back at the office – enclosed in your handouts as well. </li></ul>
  38. 38. Identifying Challenges in Coaching The Four Generations Worksheet <ul><li>Mature </li></ul><ul><li>Baby boomer </li></ul><ul><li>Gen X </li></ul><ul><li>Millennial </li></ul><ul><li>Mature </li></ul><ul><li>Baby Boomer </li></ul><ul><li>Gen X </li></ul><ul><li>Millennial </li></ul><ul><li>Mature </li></ul><ul><li>Baby Boomer </li></ul><ul><li>Gen X </li></ul><ul><li>Millennial </li></ul><ul><li>Mature </li></ul><ul><li>Baby Boomer </li></ul><ul><li>Gen X </li></ul><ul><li>Millennial </li></ul><ul><li>Mature </li></ul><ul><li>Baby Boomer </li></ul><ul><li>Gen X </li></ul><ul><li>Millennial </li></ul><ul><li>Mature </li></ul><ul><li>Baby Boomer </li></ul><ul><li>Gen X </li></ul><ul><li>Millennial </li></ul><ul><li>Mature </li></ul><ul><li>Baby Boomer </li></ul><ul><li>Gen X </li></ul><ul><li>Millennial </li></ul>What I need to STOP doing What I need to START doing tomorrow My greatest challenge with this team member / co-worker Team member / co-worker’s generation Team member / co-worker
  39. 39. Exercise – to take with you! <ul><li>Review the information provided on the generation mix, how to work with each and what their expectations are. </li></ul><ul><li>Answer questions “Responding to the Challenge”. </li></ul><ul><li>Review your teams and fill in the chart outlined on the previous slide and the diagnostics provided for you. </li></ul><ul><li>Summarize your findings in preparation for implementing change. </li></ul>
  40. 40. Workplace Differences - Where the problems occur across the generations! <ul><li>Respect and Authority </li></ul><ul><li>Matures: Based on seniority and tenure </li></ul><ul><li>Boomers: Similar values to the Matures. They’ve earned it. </li></ul><ul><li>Gen X: Authority figures deserve skepticism and testing </li></ul><ul><li>Millennial: Test but search. </li></ul>
  41. 41. Workplace Differences - Where the problems occur across the generations! Continued <ul><li>Time on the Job </li></ul><ul><li>Matures: Work ethic defined by the punch clock </li></ul><ul><li>Boomers: Visibility was /is the key. Workaholics </li></ul><ul><li>Gen X: “what does it matter when I work, as long as I get the job done?” </li></ul><ul><li>Millennial: “It is five o’clock – I have another life to get to.” Job=gig. </li></ul>
  42. 42. Workplace Differences - Where the problems occur across the generations! Continued <ul><li>Work/Life Balance </li></ul><ul><li>Matures: Very interested in flexible hours </li></ul><ul><li>Boomers: “Was/Is this workaholic lifestyle worth it?” “Are the rewards worth the cost?” </li></ul><ul><li>Gen X: Balance is very important. Willing to sacrifice it occasionally. </li></ul><ul><li>Millennial: Lifestyle vs. Promotion </li></ul>
  43. 43. Four Approaches to knowledge and skills Transfer <ul><li>The four approaches are some of the basic processes to use in initiating the transfer of knowledge and skills of older workers. </li></ul><ul><li>1: Transfer of identified knowledge and skills to the next generation . </li></ul><ul><li>2: The Process of Mentoring Future Leaders. </li></ul><ul><li>3: Developing Job Shadowing and Job Rotation Programs . </li></ul><ul><li>4. Retaining older workers beyond retirement years. </li></ul>
  44. 44. 1: Transfer of knowledge and skills to the next generation . <ul><li>To retain critical knowledge, you need to engage the senior staff – Matures – in a process of reviewing the procedures, policies and guidelines that impact their work as well as making a list of all the tasks and responsibilities they are charged with accomplishing and have experience with. </li></ul>
  45. 45. Transfer Knowledge Process <ul><li>To retain critical knowledge, a best practice has the HR team working with external consultants to interview employees in key positions. </li></ul><ul><li>The consultants then will create a manual highlighting the fundamental aspects, tips, and resources that will facilitate the transfer of knowledge to other employees. </li></ul><ul><li>This will allow you to then create procedure manuals and identify processes that need to be in place. </li></ul>
  46. 46. Transfer Knowledge Process Cont’d <ul><li>Create a “go-to list” of mature experts that younger workers can contact when they need immediate information on a customer, client, process, project or procedure. </li></ul><ul><li>This list will also give the mature staff members recognition for their expertise! </li></ul>
  47. 47. Transfer Knowledge Process Cont’d <ul><li>Engage teams of Mature staff members who do similar work in generating answers to the most frequently-asked questions they receive about the organization’s products, services, or policies. </li></ul><ul><li>Make these FAQ’s part of the training materials that new hires receive. </li></ul>
  48. 48. Transfer Knowledge Process Cont’d <ul><li>Engage Matures who have experience handling difficult customers in role plays – or, at least in creating real-life scripts others can dramatize – and video tape these conversations. </li></ul><ul><li>These video clips will become vignettes in your training library for teaching younger employees what to say and how to say it. </li></ul>
  49. 49. 2: The Process of Mentoring/Coaching Future Leaders. <ul><li>Younger workers don’t need the same type of knowledge that older workers have, as most of this is now available to them electronically. </li></ul><ul><li>The way jobs are carried out now has also changed from the way it used to be done. </li></ul><ul><li>The difficult part will be recognizing what needs to be transferred and what would actually do more harm than good. </li></ul>
  50. 50. The Process of Mentoring Future Leaders cont’d. <ul><li>**The other factor to consider in the knowledge transfer question is how much actual knowledge older people have. This is because most recognized “experts” ascended to the status through interaction with colleagues at meetings, conferences, etc. and their success was often more a function of their communication skills than actual knowledge. Younger workers do not have that same opportunity now because most communication is via email, so people never actually meet and have an opportunity to ascend in this manner. </li></ul><ul><li>So, the question still stands-what do you transfer and how? </li></ul>
  51. 51. A Self-Directed Mentoring Program <ul><li>Best practice in retaining knowledge and skills of older workers is to pair the older worker with a younger worker in a self-directed mentoring and coaching program. </li></ul><ul><li>Self-directed mentoring Programs encourage individuals to recruit a more experienced employee to act as an informal coach and counselor to assist with career development. </li></ul>
  52. 52. The Process of Mentoring Future Leaders cont’d. <ul><li>This method of knowledge transfer will assist with the intangibles: </li></ul><ul><li>Getting new hires and the younger generations up to speed on skills acquired through years of experience; </li></ul><ul><li>How to best navigate through red tape by finding the best allies in the organization; </li></ul><ul><li>How to determine which processes and procedures are non-negotiable and which are open to work-around. </li></ul><ul><li>How to communicate more effectively with certain clients or coworkers and more. </li></ul>
  53. 53. 3: Developing Job Shadowing and Job Rotation Programs <ul><li>Formalizing job shadowing and job rotation or sharing programs gives the younger workers opportunity to experience the work “Matures” do up close and personal. </li></ul><ul><li>Each industry is different and you will have to decide what is best for you. </li></ul>
  54. 54. Developing Job Shadowing and Job Rotation Programs Cont’d <ul><li>Job shadowing programs allow a new hire the ability, resources and techniques to become as efficient and experienced as the older worker through shadowing the older worker through their day to day tasks. </li></ul><ul><li>Rotational programs allow employees to learn new skills and knowledge from the older worker through ongoing job rotation programs. </li></ul>
  55. 55. What is Job Shadowing? <ul><li>Typically a temporary, unpaid work experience opportunity (but can be applied in the workplace with existing employees – paid work experience) where staff learn about a particular job (typically in a field of interest) by walking through the work day as a shadow to an employee. </li></ul>
  56. 56. What is Job Rotation and Job Sharing? <ul><li>Job Rotation is the practice of transferring employees for temporary periods of time between varying jobs within an organization. Often used as a training and development method. </li></ul><ul><li>Job Sharing is the practice of two different employees performing the tasks of one full-time position. </li></ul>
  57. 57. 4. Retaining older workers beyond retirement years. <ul><li>One of the ways to address projected skills shortages in the future is to keep older workers in the workforce for as long as possible. </li></ul>
  58. 58. Engagement <ul><li>Engage the older worker in becoming trainers of the skill sets they have mastered. </li></ul><ul><li>Find a master teacher who can offer “train the trainer” programs to get them up to speed. </li></ul>
  59. 59. Rewarding <ul><li>Set a precedent for recognizing, honouring and rewarding your senior staff for sharing their experiences and wisdom. </li></ul><ul><li>Make knowledge transfer part of how you do business with all members of all generations as you go through the “Generation Shift”. </li></ul>
  60. 60. Fulltime <ul><li>Some Matures may want to stay on full-time past age 65. Everyone’s situation and reasons are different. </li></ul><ul><li>Make sure you don’t take this for granted and automatically assume they want to / plan to retire at age 65 </li></ul>
  61. 61. Part-time Employment <ul><li>You may be surprised how many Matures don’t want to retire completely. – ask, present them with </li></ul><ul><li>options, encourage them to stay if they want to. </li></ul><ul><li>Consider offering them part time or re-hire them as a Consultant. </li></ul>
  62. 62. Planning Ahead and Measuring The Success of Aging Workforce Initiatives! <ul><li>You have already started this by assessing your demographics, by assessing current practices, by reviewing your vision, values and mission, by interviewing staff and reviewing all practices, processes and procedures you currently have in place and by reviewing current strategic goals to future needs. </li></ul><ul><li>What are next steps </li></ul>
  63. 63. Planning Stage <ul><li>Next steps are: Taking the assessments and recommendations from the review of your demographics, current practices, your vision, values and mission, interviews with staff and practices, processes and procedures you have in place and new strategic plans you have set for the next 5, 10, 15 and 20 years to come, and put them into action by implementing them, addressing them and making them priorities. </li></ul>
  64. 64. Create a Management Development Program <ul><li>Take the process one step further. Provide opportunities for employees to acquire specific specialized skills. </li></ul><ul><li>A management development program places apprentices who need four or more years of training, and a small number of other critical positions outside the authorized number of people the company allots to a particular division for running the business. </li></ul>
  65. 65. Create an Environment that appeals to all! <ul><li>Accommodate employee differences </li></ul><ul><li>Create work place choices </li></ul><ul><li>Review employees competencies and provide feedback </li></ul><ul><li>Encourage retention through flexibility and training options </li></ul>
  66. 66. Role of your HR Practitioner <ul><li>Tout the benefits that appeal to all generations </li></ul><ul><li>Assist in creating a Value Proposition that appeals to each generation </li></ul><ul><li>Help to create and foster an environment of mutual respect </li></ul>
  67. 67. Measuring Success of your Aging Workforce Programs <ul><li>Analyze metrics such as feedback from the programs and the number of employees actively engaged in retaining critical knowledge of skills as an indication of success. </li></ul>
  68. 68. Initiation Stage <ul><li>Communicate, action, monitor and review, review, review and communicate, communicate, communicate! </li></ul>
  69. 69. Progress Stage <ul><li>Training, Communicate, Knowledge Transfer </li></ul><ul><li>Review, Communicate, Measure and Analyze Success </li></ul>
  70. 70. Transition Stage <ul><li>Hand over the reigns with confidence! </li></ul><ul><li>You have done an amazing job in ensuring that knowledge and skills have been transferred, staff have been trained and success is inevitable because you have seen the results; so you are ready for the final step in the process……………….. </li></ul>
  71. 71. Succession Stage <ul><li>RIDE OFF INTO THE SUNSET! </li></ul>

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