Employee Handover Policy
(Resignation & Termination)
Intent & Scope
The purpose of this policy is to define a process based on which employees tender resignations in a way that ensures minimal disruption to the flow of work and is in accordance with professional work etiquettes. The policy also seeks to ensure the efficient transfer of all contents (i.e. physical equipment, documents, knowledge, connections, etc.), pertaining to a particular job position at the time of transition of responsibility between the predecessor and successor to a job. This transition may occur due to either one of the following reasons.
1. The promotion of an existing employee/ transferal to another department
2. The resignation/termination of an existing employee
3. In case an employee avails an extended leave period i.e. 3 days or more
Effective information transfer ensures continuity and a seamless flow of work during the transition between the outgoing and oncoming employee
The following contents explicate the handover procedure for all positions pertaining to the Win Thein & Sons company. The content to be handed over shall remain specific to each position and will be mentioned individually in the annexure
Note, the company will issue a mail-subject under relevant employee name who has tendered resignation or subjected to terminating, the purpose of the particular mail-subject is for feasibility of handover.
The responsibility of the handover procedure jointly falls on:
1. The Exiting Employee: Implementing the handover procedure is primarily the responsibility of the exiting employee. He/she will be responsible for ensuring that the procedure for handover is carried as specified within this policy document.
2. The Direct Supervisor of the Exiting Employee: This person shall be responsible for monitoring the handover process and ensuring that is carried through as per the satisfaction of the company management
Note, the procedures will differ depending on role and responsibilities of the particular employee thus the followings are not exhaustive
The handover process shall be carried as follows:
STEP I - Whom to Handover to: If at the time of an employees’ exit his successor/replacement has already joined, all content shall be handed over to him/her. In case a successor/ replacement is not readily available charge shall be handed over the direct supervisor. In both cases, charge shall be handed over as per the specified procedure.
STEP II - Duration: The charge handover procedure is critical to the smooth functioning of activities in the event of a transition yet it cannot go on indefinitely. Certain time frame has to be allotted to the process so as to ensure that once the process is complete the concerned individuals can redirect their focus and effort on their core job descriptions. Given the specific nature of his/her job, the exiting employee in coordination with his/her direct supervisor is to decide upon a specific duration for the charge handover process. Through constant monitoring the supervisor will be responsible for ensuring that the handover process is completed within the set duration
STEP III - Redrafting Job Description: The exiting employee shall be responsible for reviewing his job description in accordance with to what he is actually doing and being responsible for. A comparison of this shall be carried out with the original job description and any discrepancies be discussed with the direct supervisor so as to ascertain how best to finalize the job description to be given to the successor.
STEP IV - Priorities: The exiting employee is required to list down all activities that need to occur within the next one month. These should be categorized in order of priority, with those that are absolutely essential to be directly highlighted and a time estimate given for the period needed to complete each activity. This list needs to be discussed with and approved by the direct supervisor
STEP V - List of Time Bound Activities: The exiting employee is also required to prepare a list of all time bound activities that have already been initiated and are currently under process so that no important cases remain unattended or delayed due to the transition. This list also needs to be discussed with and approved by the supervisor.
STEP VI - Checklist of Important Documents: The exiting employee further needs to prepare a check list of all important documents, paper work and files in both electronic and paper form to be handed over to the newcomer. Once the physical handover of all the items included on the checklist is carried out the checklist would essentially be signed by the exiting employee, his successor and the direct supervisor of the position in question.
STEP VII – Checklist of Physical Equipment: The exiting employee shall be required to prepare a checklist of all physical equipment currently present with him by virtue of his position such as desktop/laptop systems, stationery items, lockers, keys, etc. It is required that this checklist be signed by the exiting employee and the direct supervisor once the physical handover process is complete.
STEP VIII – Knowledge Transfer: It is helpful for someone new to a position to know where they can find resources, answers and support whenever they may need it. As such it shall be the responsibility of the exiting employee to ensure that his/her replacement is sufficiently knowledgeable about his superiors, subordinates and their respective roles within the organization. This will facilitate the understanding that the newcomer is to develop regarding his own role within the organization. It is also the responsibility of the exiting employee to introduce his/her replacement to key people outside of the organization that the incumbent of the position in question needs to maintain liaison with. It is absolutely essential at this point to explain to all as to exactly when the newcomer shall be assuming full responsibility. This will avoid confusion as to whom enquiries should be directed to during the handover period.
STEP X – Skill Transfer: The exiting employee is responsible for identifying the skills that he/she uses in their job. A list of these skills is to be developed and discussed with the direct supervisor. Once this list is finalized and approved the exiting employee should try and assess as much as possible about the replacement’s level of experience, areas of expertise and knowledge regarding specific skills sets required for the job. He should then work towards handing over specific set of approved skills required to carry out his job. Although skill transfer shall remain to be the responsibility of the exiting employee yet, monitoring the learning of the newcomer regarding skill transfer and/or appropriate corrective measures is the direct responsibility of the supervisor of the position in question.
STEP X - Organizing Workspace: The exiting employee is required to go through his/her workspace and ensure that all personal items are removed, files and paper work placed in order and the workspace is prepared for the newcomer.
STEP XI – Time Division for Physical Handover: If the company management has already arranged a replacement for an exiting employee, he/she is required to divide the entire duration set for the charge handover process into two phases.
1. PHASE I should be targeted towards letting the oncoming employee shadow the existing employee in his her routine job. This phase should ideally be executed as an opportunity for the newcomer to learn their new role, whereas the exiting employee should continue to function as he would in his routine job. Where necessary, the teaching of specific skills should be initiated at this point.
2. PHASE II should essentially be marked with the exiting employee shadowing his/her replacement, giving advice when necessary but letting the replacement to take over and make relationships with the people that they’ll be working with. This should essentially be a time for the newcomer to experience problems while the exiting employee is still around to support the newcomer. If possible during this time the exiting employee should go out completely for some time and return briefly to monitor and help with any problem before leaving completely.
Check List for Employees
The process has been divided into two categories:
1. General Check List for all Employees:
All employees, irrespective of departments, have to undertake the following steps as specified by this policy:
· Orientation Plan
Any employee who resigns from his current position is responsible for the orientation of the new employee hired as the replacement. It is his responsibility to create an Orientation Plan for two weeks, which should include a list of activities on a daily basis. This Orientation Plan should include all those tasks and activities that are vital to the particular position, so that the new hire can have maximum learning in his orientation period. This Orientation Plan should be then effectively carried out during the resignee’s notice period, or at the completion of his contract.
· Transfer of Data and Knowledge:
It is the responsibility of any employee who is leaving, to hand over all information and data related to his job that is available with him. This knowledge can be in any form:
§ Soft copy of files
§ Hard Copy of files
§ All Tacit knowledge which is not in any physical form but is retained by the employee
§ Any important contact details and numbers which are external to the company
§ Passwords of Official email account and any confidential files
§ All data stored in a personal computer away from the office, or on a personal laptop
§ Any other information required by the new hire to perform his job effectively. The resignee must ensure that the new hire is well equipped with all knowledge related to his position. Any work in process must also be explained.
· Ethical Responsibility:
It is the moral and ethical responsibility of the resignee to not withhold any information from the company. Any facts, data or information must be shared with the respective authorities before leaving.
It is also the responsibility of the resignee to behave in a professional manner with the new hire and not misguide him about the workings and processes of the company. All information provided must be correct and unnecessary details should be avoided.
· Other Office Items:
Following is a list of general office items which must be handed over to the HRC before leave:
§ Locker Keys
§ Room Keys or any Cabinet/Drawer Keys
§ Duplicate Keys of any other Office
§ Employee Name Tag
§ Any Computer Equipment
§ Any pending Cash Payments must be made
§ Empty out drawers and cabinets so that there are no personal items remaining
2. Check list for Human Resource Department
Apart from the items included in the general policy, employees working in the HR Department must be careful about handing over the following to the next senior position or the Senior Executive:
All resumes must be handed over and no such information or resumes must be copied or withheld from the company CV Data bank.
§ Any hard copies of resumes should be handed over and not taken along.
§ Any policy work, finished or in process must be handed over
§ Any reports, forms, or contracts must be handed over to the company
§ Any external contacts which are related to the company should also be specified
3. Check List for Documentation Department:
Apart from the items included in the general policy, employees working in the Documentation Department must be careful about handing over the following to the next senior position or the Senior Executive:
§ All Financial Data I.e. Accounts, Fixed Assets Details, Ledger and Cheque Book
§ Library Management System
§ The CV Data bank
§ The Master Files
§ Permission Files
§ Any external contact details
§ The new hire must be familiarized with any external contacts or visits to be made
4. Check List for Office Boys:
All office boys are required to hand over the following items to the relevant department of WTSC:
§ All Office keys
§ General office items including kitchen items or cleaning items
5. Check List for Driver:
The driver must hand over the following items to the relevant department of WTSC:
§ Log Book
§ Registration Book
§ Car Keys
§ Insurance copy
§ Cash Book
This is to certify that I, ( Employee Name ) have handed over all documents, information and items as specified by the Handover Policy to the relevant personnel, also in compliance with other relevant polices. I am not withholding any information or physical items that may compromise the performance of the company or the new hire in the future. As per accordance with company’s policy, I am aware of the fact that I will be held liable and accountable to any secret information disclosed to third party or any anomalies within my handover information. Moreover, I am not in possession of any confidential data or information related to the company.
I hereby assure and pledge that I’ve completed the handover process in adherence to the relevant rules.
I undertake full liability of my assurance or affirmation that I give my sincere consent to the company to prosecute or indict me, if I go against whichever rules applied to departing employee.
Signature of Exiting Employee Signature of Relevant Supervisor
This is to certify that I (New Hire) have received all documents, information and items from the (Resignee) which are required to perform my job. I have received detailed orientation about the process and am capable of performing in the absence of the (resignee).
Signature of New Hire Signature of Supervisor
ရက္စဲြ။ ။၂၀၁၆ ခုႏွစ္ ၊ ၊ ( )ရက္
၁။ ကၽြန္ေတာ္ / ကၽြန္မ……………………….သည္ ေဆာင္ရြက္ဆဲလုပ္ငန္းမ်ားကို ျပီးစီးေအာင္ေဆာင္ရြက္ေပးပါမည္ လဲႊ႔ေျပာင္းတာ၀န္ယူမည့္ဦး /ေဒၚ…………………………………ႏိုင္ငံသားစီစစ္ေရး ကဒ္အမွတ္………………………………… အား စနစ္တက် တရား၀င္လဲႊေျပာင္းေပးျပီး သင္ၾကားတတ္ေျမာက္ျပီးမွသာလွ်င္ ႏႈတ္ထြက္ပါမည္ဟု ၀န္ခံကတိျပဳပါသည္
၂။ ကၽြန္ေတာ္ /ကၽြန္မသည္ ႏႈတ္ထြက္ျပီးေနာင္ တာ၀န္ထမ္းေဆာင္စဥ္ကာလတြင္ျဖစ္ေပၚခဲ့ေသာ လုပ္ငန္းတာ၀န္ မ်ားႏွင့္စပ္လ်ဥ္း၍ ျပသာနာတစ္စံုတစ္ရာ ေပၚေပါက္ခဲ့ပါက အလုပ္ရွင္/ကုမၸဏီႏွင့္ သေဘာတူညီကတိျပဳထားေသာ အလုပ္ခန္႔ထားမႈဆိုင္ရာ ႏွစ္ဦးသေဘာတူ ကတိစာခ်ဳပ္ပါ အခ်က္အလက္မ်ားႏွင့္ ၀န္ထမ္းစည္းမ်ဥ္း/စည္းကမ္းမ်ားတြင္ ပါရွိေသာ အခ်က္အလက္မ်ားအတိုင္း လိုက္နာေဆာင္ရြက္ေပးပါမည္ဟု ၀န္ခံကတိျပဳပါသည္။
၃။ ကၽြန္ေတာ္ /ကၽြန္မသည္ အလုပ္မွႏႈတ္ထြက္ခြင့္ႏွင့္ ပါတ္သက္၍ အလုပ္ခန္႔ထားမႈဆိုင္ရာ ႏွစ္ဦးသေဘာတူ ကတိစာခ်ဳပ္၏ အပိုဒ္(၉)ပါ အခ်က္အလက္မ်ားႏွင့္ ၀န္ထမ္းစည္မ်ဥ္းရွိ အပိုဒ္ (၂၆)တို႔အား လိုက္နာမည့္အျပင္ အလုပ္ မွႏႈတ္ထြက္ခြင့္ အတည္ျပဳျခင္းခံရသည့္ အခ်ိန္အထိ ကုမၸဏီမွထုတ္ျပန္ထားေသာ စည္းမ်ဥ္း/စည္းကမ္းမ်ားကိုလည္း လိုက္နာပါမည္ဟု ၀န္ခံကတိျပဳပါသည္။
၄။ ကၽြန္ေတာ္ / ကၽြန္မသည္ ႏႈတ္ထြက္ခြင့္ရျပီး (၃)ႏွစ္အတြင္ လက္ရွီထမ္းေဆာင္ဆဲ ေရႊယင္းမာကုမၸဏီ၏ ျပိဳင္ဘက္ကုမၸဏီမ်ားတြင္ ၀င္ေရာက္လုပ္ကိုင္မည္မဟုတ္ပါ ။ ကုမၸဏီ၏ လွ်ိဳ႕၀ွက္ခ်က္မ်ားကိုလည္း ေပါက္ၾကားေအာင္ မည္သည့္နည္းႏွင့္မွ် ျပဳလုပ္မည္မဟုတ္ပါ။
၅။ ကၽြန္ေတာ္/ ကၽြန္မသည္ တာ၀န္ထမ္းေဆာင္ခဲ့ေသာ ကာလမ်ားအတြင္း ေငြေၾကးပစၥည္းမ်ားႏွင့္ပတ္သက္၍ အရႈပ္အရွင္း ျပသနာမ်ားေပၚေပါက္ခဲ့ပါက ကၽြန္ေတာ္ / ကၽြန္မ အေနျဖင့္ တာ၀န္ယူေျဖရွင္းေပးပါမည္ ။ တာ၀န္ရွိပါက ေပးေလ်ာ္ျခင္းျပဳမည္ျဖစ္ေၾကာင္း သေဘာတူပါသည္။
Handover Note Template
Handover Note Template (Not Exhaustive)
Name: Index number:
Date of Handover Note:
Duration of Assignment (include start and end date):
Brief Description of Duties:
This section may be kept brief when up-to-date terms of reference (TOR) are attached.
Supervisor and reporting procedures:
Regular/re-occurring meetings, reports or procedures:
Key Documents/reference material to read (attach when possible):
Status of recent and current projects/reports/meetings:
1 Name of project/report/meeting
• Action needed
• Budget (if applicable)
• Critical issues/challenges/priorities
2 Repeat as many times as necessary. Indicate priority projects.
Where to find files (hardcopy and electronic):
Calendar of major activities and/or events (optional):
Contacts (internal and external):
Your contact information after departure:
• TOR/Job description
• Mission/Office staffing table, division of labour, organigramme
• Key documents relevant for the position
How to Do a Handover in an Office -Guide
These are guidelines and additional information cited from internet or relevant source regarding with Handover process for your perusal, you may refer and try to comprehend the following guideline in order to facilitate your handover process.
· How to Do a Handover in an Office (Guide 1)
Three Parts:Organising Your HandoverManaging the Handover PeriodThinking of Long-Term DevelopmentCommunity Q&A
When are you leaving a position, it is likely that your manager or supervisor will ask you to help in the handover period to your successor. Being organised and proactive will help to ensure that your company has a smooth transition and you leave with an excellent professional reputation.
Organizing Your Handover
Discuss the handover with your manager. You should start by having a detailed discussion with your manager to determine exactly how they want you to handle the handover. Depending on your job and how your manager likes to work, you may be asked to contribute extensively to the handover. This could include the new person shadowing you for a few days or longer.
In most instances you will have to at least prepare a formal handover document.
Discuss this with your manager and find out how much you are expected to contribute, and what the focus of your handover should be.
Draw up an early outline of your handover document. Once you have a clear idea of your manager’s expectations, you can start by drawing up a draft handover document. This will help you to organise yourself, and catalogue all the various tasks and pieces of information that you will need to pass on during the handover period. This document should include:
Detailed information on your day-to-day activities, tasks and priorities.
An outline of the key points of the role.
An clear outline of what is expected of your successor.
A list of any essential files that will be handed over. This might include a particular contract, or work programme.
Tie up loose ends. If you know you will be leaving your post soon, it can be helpful to put in a little extra work to make sure that you tie up any loose ends. You will get a sense of satisfaction at achieving this, and you will also be helping your successor start off with a clean slate. Doing this will also help ensure that you leave on excellent terms and with a good reputation.
This won’t always be possible, but if you have something that is nearly over the line, put in a little extra work to get it done.
A new person coming into a deal right when it is near the line may struggle to get it closed, because they are unfamiliar with all its intricacies.
Communicate with your colleagues. Before your successor is due to start, try to make some time to talk to your colleagues about the handover and ask if there is anything your colleagues think you should highlight. If there is a developing issue that you are unaware of, this is a good opportunity to touch base and find out.
Developing issues are not likely to affect your final days, but if you are aware of them then you can flag them up to your successor.
This is also a chance to make sure everyone knows you’re leaving and when. Let your colleagues know about the handover period, so that they can take it into consideration.
Your productivity is likely to slow during the handover, so its good practice to give your colleagues some advance warning.
Write up a formal handover document. The final step of your handover preparation is to complete a formal handover document. You can build on the draft document, but try to elaborate and include all the important information. You will need to run through the document with your manager and any other key staff it will affect. Try to have this completed and sent to your successor at least a few days before they are set to start. The content will vary from job to job, but it may include some of the following:
A list and timetable of actions.
A briefing of ongoing issues.
A calendar of forthcoming events and deadlines.
Passwords and login information.
A list of useful contacts.
A guide to navigating files and folders on the computer system.
Managing the Handover Period
Allow as much time as possible. When your successor begins in the office, you may still be around and be asked to do a more complete handover. The length of this will vary, but in some instances you will be given a few days or longer to help the new person get to grips with the job. Generally the more time you have available for a full handover, the more information you will be able to pass on.
There are bound to be things that you forgot about, and having someone shadow you is a good way to expose them to the variety of day-to-day activity.
Hand over key documents personally. During the handover, it is good practice to ensure that all the key pieces of data and documentation and handed over personally. This will help you to make sure that the most important things are dealt with appropriately and priorities are clearly set out. Handing over documents face-to-face means that complex information can be discussed fully before you leave.
This opportunity to explain key information, and for your successor to ask you direct questions is vital for a good handover.
This will also give you an opportunity to provide nuance and context in a discussion that might have been overlooked otherwise.
Make the effort to help. If you are in the office with your successor, you should always be attentive and proactive. Make the effort to identify and help resolve any occurring issues. Your successor may be a little shy or intimidated in their first few days, and may not want to hassle you with questions.
Make sure you make it clear that you are there to help, and you welcome queries.
By doing this, you will be helping to foster a situation in which the responsibility for the handover is shared between you and your successor.
Have a final handover meeting. The last thing to do before you leave and complete the handover, is to do full handover meeting with your successor. Ask your successor to bring along any outstanding questions they have, and the notes they have made. This meeting is a great opportunity for the new person to ensure that they understand their role and responsibilities.
Any uncertainties can be cleared up in the meeting.
Depending on where you work, it might be prudent to invite your manager or supervisor to attend the meeting.
You should certainly inform your manager of when and where it is taking place, and ask them if there is anything they would like to add.
Thinking of Long-Term Development
Highlight available support and training. Try to think of the handover as an opportunity for you to really contribute to giving someone the best possible chance to succeed. You are not just trying to hand off tasks and jobs, but are trying to help your successor’s professional development and your former employer’s long term-health.
Do this by pointing out any relevant training opportunities that you know of.
Perhaps when you started the job, you received a suite of training to help you adapt and develop.
Be sure you mention this to your successor, and encourage them to explore the possibilities.
Don’t neglect the working culture. If you are spending time with the person who will be filling your position, it’s important not to focus solely on technical aspects of the job. Each place has a unique working environment and culture that can be intimidating or confusing for a newcomer. Be sure to set some time aside to give the new person the lowdown on how the office functions.
Make the effort to take them around the office and introduce them to everyone.
Be sure you clearly define the role of the new employee as well as existing employees.
If the job description of the new arrival is slightly different to yours, or their responsibilities and priorities are focussed elsewhere, make sure existing staff recognise this.
Provide your contact details. If you really want to go the extra mile, you could provide the new employee with your contact details. You might say that they can contact you if there is a major issue or they need a little guidance. Not everyone will be happy to do this, and it is likely to depend on your relationship with your former employer.
Often a problem can be resolved with a simple email.
Offering to help out after you leave will make a good impression and help boost your reputation.
· How to Do a Handover in an Office (Guide 2)
When one person leaves a job and another takes his place, it's helpful to have job handover guidelines in place to help with a smooth job transition period. Ideally, the worker who is leaving should have time to discuss the incoming employee's new job guidelines and to give him some pointers to help make the transition easier. If this time period isn't possible, written documentation should be in place to make the transition period easier.
The departing employee should create a job description that details the specific activities she is responsible for on a daily, weekly, monthly and annual basis. This job description may vary from the one used by human resources. This job description may also include a list of specific skills required to perform specific duties. As part of the process of writing a job description, the departing worker should include a list of key files and their location, along with a notation of how to access the files. The job description should also include any annual events that the person supervises.
The departing employee should make notes on any ongoing projects that are part of his job description. Notes regarding the project's history, funding, problems and resolutions, as well as project goals, need to be part of this documentation, along with any files pertinent to the project. It's also a good idea to include the names of co-workers who also are participants in the project, their contact information and a brief description of their roles on the project.
The job handover guidelines should include a listing of who to go to for information. A list of supervisory staff, as well as workers under the supervision of the departing employee, gives the new employee a visual aid to help keep new persons' names and their roles in the office straight. The new job guidelines should also include information about where to pick up office supplies and how to operate office machines, phones and other equipment that are part of the day-to-day function of the job.
If possible, the guidelines should direct the new employee to shadow the departing employee on her job for a period of time. This gives the new person a chance to meet co-workers and get a sense of the workings of the office. During the latter phase of the job shadowing, the two people should reverse roles. The new employee should assume the job, and the departing person should simply serve as an advisor and answer any remaining questions the new person may have
· How to Do a Handover in an Office (Guide 3)
Outgoing and incoming: manage the handover process
Whether a personal handover between an outgoing employee and their replacement will help or hinder a business comes down to the question of trust, says Right Management talent management practice leader Rosemarie Dentesano.
"An individual holds a certain amount of intellectual knowledge about the processes that they employ to do their job, about the systems that they use, about the ins and outs... So it makes absolute common sense for them to be able to do a handover and to be part of the onboarding process for the new person," she says.
However, this is not always practicable, and even when it is, there will be exceptions, she says.
If an employee is moving to a competitor, an organisation might "wrap up" the situation as rapidly as possible due to "paranoia" about intellectual property (even though most contracts clearly state obligations upon cessation), she says.
If a manager changes the way they relate to an employee "overnight", they might also become prematurely disengaged, Dentesano says. Others will want to "get out the door" regardless of how they are treated, and their lack of interest in the replacement process means their involvement should be minimal.
The same goes for an employee who has "a very negative mindset or negative point of view about the organisation," Dentesano says. "You probably don't want your inductee spending too much time with them... because the last thing you want is a new person getting the wrong messages."
Managers should consider "the mindset of the departure and the employee experience" and make decisions about their involvement in the interview and/or induction process on a case-by-case basis, she says. "As a manager, you've got to be conscious of this person and the responsibly you're giving them to actually transfer [their] knowledge."
When a trusted employee remains committed to the organisation, overlap with their successor can help transfer, renew and maintain their knowledge, she says.
"Typically if you have had a good working relationship then there would be no reason not to trust that that person will still perform the duties of their role [and] finish what they can in the role before moving on to a new job."
Further, a worker who is treated with continued respect, even to the point of being asked to aid in finding their replacement, will be "an advocate of your organisation" compared to an individual who is left with "a bitter taste in their mouth because of the way they were treated in the last four weeks of their employment", says Dentesano. An amicable departure also leaves the door open for the employee to become a future client, or a point of referral for future candidates, she says.
Particularly in senior roles, where workers have developed their role to a certain point, "they don't want to see their good work go to waste, they quite often want closure around the job, and they want to sign off that they've left it in good hands". In these cases, cooperation can "really help set up the next person for success", she says.
As for involving outgoing employees in the interview process, the question is not only one of trust, but whether they can "objectively evaluate the person's appropriateness for the role", says Dentesano.
It also depends on the role itself. Workers in more senior roles are more likely to have an opinion about who their likely successor should be, and to be involved in their development, she says. Particularly where a role involves a core technical skill that only they can evaluate, "you'd actually want them in the room to verify whether the person can or can't do the job".
Where overlap is utilised, the replacement employee should be informed of, and consulted about, the onboarding process before it commences. Dentesano suggests saying: "This is what we're planning for your onboarding, what else would you like, does this work for you, is there anything we've missed, that you might need?"
Managers should "check in" during the handover process, she says. They should also be aware of any "bad habits that the current person in the role has picked up" and take steps to ensure they are not transferred.
"[It's] about having a balanced onboarding experience so the person is able to learn from the incumbent, validate [the practice] with the manager... and talk about some opportunities for improvement."
The key is to strike a balance on a case-by-case basis, she says. "Personally, if I had the choice of a document versus a human being, I'd prefer the human being. But if I had to sit with someone for six months to learn their job, it would drive me insane."
· How to Do a Handover in an Office (Guide 4)
How to Write a Handover Report
Handover reports are useful in companies where employees have opportunities for cross-functional training, when an employee is going to be on a leave of absence for an extended period or in the case of a long-term job vacancy that's filled by a temporary worker until a permanent replacement is hired. Project status, work processes and procedures are easily captured in a handover report because these reports serve as a road map for completing job tasks according to the company's standards or department specifications. In the health-care industry, handover reports are essential for nurses who provide up-to-the-minute patient progress reports
Instructor led training material to teach business writing skills.
Summarize your tasks, duties or responsibilities as succinctly as possible. Attach a copy of your job description, if appropriate. The handover report doesn't need to contain that much detail, but for the clarity, the reader might appreciate your job description to better understand your position or role with the company. Knowing your position with the company might help the reader understand the purpose of the handover report. For example, if your handover report includes a description about preparing board meeting minutes, an explanation concerning your connection to the board of directors and your responsibilities is helpful.
Write crib sheets for certain duties and responsibilities. A crib sheet contains notes, observations and information that gives insider information to the next person who assumes the job duties. For example, in a nurse's handover report on patients, the handover report might include information about the patient's temperament, family issues and mood, in addition to clinical information about medical treatment and health status.
List current projects you're working on. For each project, provide the start date, the goal, employees participating on the project with you or employees who provide resources for the project, information related to cost and budgeting, and the anticipated completion date. If your job is heavily focused on project work, summarize the purpose or intent of each project, as well as the expected outcomes.
Describe your major tasks that require certain processes. A process manual is especially useful when a position is vacant or an employee is absent. List the steps required to complete each of your major job functions. For example, if you're responsible for handling payroll, describe the process for collecting time records, obtaining signatures for approving overtime, instructions for the software application you use to produce payroll records and paycheck disbursement procedures.
Provide the names and positions of co-workers with whom you interact concerning specific processes. Describe the chain of command, such as whom you contact for escalating matters for which you don't have final say or authority to resolve. Include names and contact information for backup personnel for handling issues in case the primary contact isn't available.
Revise the handover report often. A handover report must be current so as to avoid duplicating efforts when a new employee comes in to take over responsibilities. For example, update project status by revising progress notes, changes to costs and expenses and matters involving project delays and outcomes.