On the other hand, the percentage of employees designated as critical is a function of the projects in progress and the strategic projects in the pipeline. Certainly a handful of roles are vital to the functioning of the IT department, including the CIO, project managers, programmers, and analysts. Depending on the technology infrastructure, other functions (including database administrators, data warehouse analysts, network engineers, and help-desk staff) can be considered critical. The point here is that each company is vastly different in terms of its critical functions. As a result, putting a percentage on such an activity is a difficult task.
The same holds true for high-potential employees. From a retention standpoint, promotion of internal staff is a key factor in reducing turnover. If the promotions are conducted in conjunction with a "fast-track" program, one that provides fully rounded experiences to those qualifying as high potential, then the organization has a winner on its hands.
Critical Position Identification
A variety of criteria are used to identify critical positions. Critical position identification and capability growth are closely linked, and many of the activities begin with a planning process. Planning involves a variety of steps and issues. Here is a brief synopsis of each item:
Critical Function Identification
The identification of critical functions must start with a coverage matrix, showing where systems or functions match with the individuals covering them. Your goal in this endeavor is to see where exposure is greatest. Higher-risk areas should be addressed immediately via a recruiting and retention effort.
Capability growth can also be considered the operations upshot of a succession planning effort. This stage represents the core output, as well as the aspect of the effort that will require the greatest amount of continuous updating.