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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 would agree with Keith - seniority or remuneration level is not necessarily a good barometer.

    Criticality, for me, is calculating the impact if that person (normally person rather than role) was, all of a sudden, not there. It is about identifying single points of failure and is one of the key challenges I face in our business that has grown from 600 to 6000 headcount in the last dozen or so years, with pretty much the same SMT in place.

    Single roles are by definition the likeliest to lead to single points of failure.
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  • I would agree with Keith - seniority or remuneration level is not necessarily a good barometer.

    Criticality, for me, is calculating the impact if that person (normally person rather than role) was, all of a sudden, not there. It is about identifying single points of failure and is one of the key challenges I face in our business that has grown from 600 to 6000 headcount in the last dozen or so years, with pretty much the same SMT in place.

    Single roles are by definition the likeliest to lead to single points of failure.
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