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The idea is for managers to manage succession. When you know for years that someone is going to retire and you do nothing to prepare another employee to take over those duties, then you're not doing you job as a manager. Upper management is at fault as well, when they don't authorize sufficient personnel strength in an organization to allow this process to take place.
Posted by ephd on May 27, 2008 - 08:52 AM
Freyae Jones' idea looks good at first glance but ephd is seeing the real problem. At my office the management does practically no mentoring here (with the exception of a favorite or two) and, as a result, people are not being properly trained for succession as well as taking much longer to learn to do their jobs very well.
Posted by expgeoengr on May 27, 2008 - 09:53 AM
A substantial percentage of retirees have left the Government and transitioned to another job, frequently in industry. They really aren't retired in the classic sense of the word. These "retired" employees are developing new and additional perspectives on many of issues related to their pre-retirement responsibilities. Some of these retirees were good mentors when they were in the Government, some weren't; just as some were great employees and some weren't. So, presuming the Government re-employs the right people, it only gets mentors but people who now have a broader view of the issues/solutions and a better understanding of how to deal with industry both contractually and programatically. In my own case, 6 years of industry experience has given me a better understanding of how I might manage procurements differently to maximize the Government's interest and address industry concerns.
Posted by mdel-colle on May 27, 2008 - 11:32 AM
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