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Identifying Critical Roles to the organisation

Sajjad Mazaal

We're working with the business managers to identify roles that are critical to the business, mainly to identify succession/business continuity/retention plans for these roles. Whilst in theory, this is required for all roles, with over 100,000 employees globally we're planning to start with a handful of positions/roles first. 

Whilst I can agree that Critical roles' are identified as roles that are crucial to the achievement of organisational outcomes. These roles would be identified as having a combination of the below: 

  • Roles that have an impact on the designing of business strategy 
  • Roles that have an impact on stakeholders and customers 
  • Roles that have an impact on revenue 
  • Roles that are required due to licensing requirements (many in operational areas) 
  • Role that are difficult to replace due to skills or availability (externally or internally) 

A vacancy in a critical role will have a significant tangible impact on the ability of the organisation to deliver outputs, achieve milestones, or meet budget requirements. 

My challenge is trying to make this assessment objective if possible through a criteria/matrix/tool thats easy enough to use. 

Has anyone put something together previously that can help as a starting point?

Thanks,

Parents

  • I think you are right I trying to do this. Often truly critical roles are hidden in the organisation and the best people to identify them are line managers with some help and support. Some organisations do just that - ask first and then validate. Can be a useful approach. For example the person who authorised payroll maybe more critical than a very senior finance manager.

    Sometimes it’s useful to think if the consequences of soneone not being here for1,3, 6 months. Or fir that person going to a competitor.

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  • I think you are right I trying to do this. Often truly critical roles are hidden in the organisation and the best people to identify them are line managers with some help and support. Some organisations do just that - ask first and then validate. Can be a useful approach. For example the person who authorised payroll maybe more critical than a very senior finance manager.

    Sometimes it’s useful to think if the consequences of soneone not being here for1,3, 6 months. Or fir that person going to a competitor.

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