Career and Succession Management for Manufacturing
Named backups for the roles that cannot be vacant.
What this looks like in manufacturing
The parts of career and succession management that are specific to this sector, rather than general.
Skill-Based Progression on the Floor
Where the ladder is a skill matrix.
What this coversHide
Skill-Based Progression on the Floor
Where the ladder is a skill matrix.
What this coversHideManufacturing has the most objective progression basis of any sector - demonstrable skill on specific machines and processes - and frequently leaves it implicit.
- Trainee operator
- Operator
- Multi-skilled operator
- Line lead
- Shift supervisor
- Skill matrix as the published basis for progression
- Pay linked visibly to skill level attained
- Multi-skilling incentivised rather than assumed
- Line lead and supervisor capability built before appointment
- Maintenance, quality and planning as alternative routes
- Shift supervisor succession named per shift
- Criteria for each level stated in observable terms
Publishing the skill matrix, with what each level pays, converts progression from a matter of the supervisor's favour into something an operator can work towards.
The general method — what career and succession management covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the succession and leadership development page. What is above is the part that differs for manufacturing.
Other HR topics for manufacturing
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.