More often than not, companies ask departing employees to train their replacement before leaving. The knowledge transfer is a common practice so as to facilitate a seamless transition. Generally, your notice period will overlap with the new employee’s joining. This is the time when you can train him to take over your job.
Handing over the baton
Begin the process with a friendly and pleasant conversation. Ask questions to acquaint yourself with the new employee’s background, expertise and experience. Adopt a courteous and professional attitude as you go about showing him the ropes.
Be helpful and cooperative so that he can operate more effectively and succeed in the new job. Following is a list of the basic things that you should guide your replacement about:
• The company policy, procedures, rules
• Key responsibilities, authority, work standards to be maintained
• Documents to outline tasks that he will need to complete
• Directions on how to proceed with the projects that you were working on
• Employees he should report to, those who can guide him further
• Contact lists of vendors, customers
Apart from this, you should introduce him to co-workers, subordinates and superiors. Try to bring him up to speed by providing inside information that may not be crucial but is still relevant to getting the job done. This could be anything from team dynamics to even a particular manager’s leadership style.
Be patient and considerate as you explain procedures and break him into the job. Customise your training efforts based on his personality, current skill set and experience. Try to stretch his abilities by assigning small, educative tasks and provide feedback. You can even say that he can call you for further assistance or information after you have left the job.
In short, educate him about whatever he needs to know to be successful in the job. Do not hold anything back. As a top consultant highlights, “Employees should pass along everything they perceive as necessary for a ‘base capability’ to do the job. If you are unsure if something is important, it probably is!” Do pass along all possible helpful information, but be careful not to jeopardise your own reputation in the process.
There is a likelihood that you may feel insecure if your replacement is able to do ‘your’ job as well as you, if not better.
Do away with the hard feelings and never try to intentionally make it hard for him. Show that you are genuinely interested in helping him learn the ropes. You will be surprised, but the seemingly tedious process may actually become enjoyable!
On a different note
You may still be enthusiastic about training your replacement if you have been promoted, are voluntarily leaving for a better job or even retiring. Or, at times you may have to train a successor in keeping with the company’s succession plans. This replacement can fill in for you during emergencies and even be primed to assume your responsibilities as you move ahead in your career.
But what if you are leaving under adverse circumstances? Companies have been known to unceremoniously fire employees and then actually have the audacity to ask them to train the new employee. Some even threaten to hold back severance pay and other benefits to browbeat departing employees into acquiescing.
The anger and humiliation may tempt you to inadequately train or even mislead your replacement. But experts advise that it is better to make a clean break and walk away from the job immediately rather than play such petty games.
On the other hand, if you agree to do the needful, do not appear negative or bitter to the new employee. Nor should you taint his opinion by badmouthing the job, company, manager or anything else.
Do a good job of it so that you do not burn your bridges. The management may be impressed by your contribution and give you positive references/recommendations for the new job.
A note of caution- its time to watch your back if your manager asks you to train a replacement out of the blue. It’s a warning sign that you will soon be getting your walking papers!
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