What if you can’t be Promoted unless You Have a Capable Replacement Ready?

Presented By:

David Verble

Session Abstract:

Consider the following scenario: You meet with your boss and the head of HR. They tell you the company will soon announce a new facility at a nearby location. They also say you are being considered for a promotion to a next level position when the new operation opens in 15 months. There is one requirement, however. The company does not want to leave the existing operation short of qualified people to staff the new one. You can be promoted only if there is a capable person ready to take your place. And the budget for outside training will be reserved for the new facility. WHAT CAN YOU DO?

This session will introduce On-the-Job Development, a core Toyota practice for “growing people up in the company.” In this process supervisors help employees build performance capability for both their current positions and the next level by giving meaningful stretch assignments and coaching them through handling the responsibilities. In this session you will explore and experiment with the following basic features of the On-the-Job Development process.

  • First identify the key capabilities required to perform in the position and at the next level
  • Then assess the current ability the person has demonstrated for those capabilities
  • Give the person full responsibility for tasks or projects that require a reasonable stretch beyond her or his current capabilities
  • Hold frequent discussions with the person about his or her thinking and progress on the assignments and coach as well as supervise him or her

Maybe your next promotion does not depend on developing your successor as it does in Toyota. But if success in your role depends on your ability to develop capable associates who can share the load and carry on the work On-the-Job Development can help you “grow” them yourself.

About the Facilitator:

David applied his organizational skills at Toyota’s Georgetown, KY, plant where he worked in management and organizational development during the facility’s startup phase and beyond. During his 10 years at Toyota, David became the manager of Human Resource Development at Georgetown and then manager of Human Resource Development for North American Manufacturing at Toyota’s manufacturing headquarters in Erlanger, KY. Before his tenure at Toyota, David was responsible for organizational development as assistant to the Dean of the College of Education, University of Kentucky. He currently aids companies implementing lean through Lean Transformations Group.