HR 4 Coops: Succession Planning — Preparing the Next Generation of Cooperative Leaders

 What happens to a cooperative when a key leader suddenly leaves?

This is a question that many cooperatives may not think about until it actually happens.

A General Manager retires.

A department head resigns.

A key officer becomes unavailable.

Or, unexpectedly, a leader can no longer continue in the position.

The immediate concern is usually:

"Who will take over?"

But succession planning asks a much more important question:

"Who have we been preparing to take over?"

For me, this is where succession planning becomes an important part of HR in cooperatives.

Succession planning is not simply about finding someone to replace a person who leaves. It is about ensuring that the cooperative can continue moving forward even when its leaders change.

For our MSM cooperatives, this does not have to begin with a complicated succession management system.

It can begin with a simple conversation about who needs to be ready, what capabilities they need, and how we will prepare them.

Here are three thoughts I would like to share.

1. Succession Planning Protects the Continuity of the Cooperative

Leaders provide direction.

They make decisions.

They guide people.

They implement plans.

They initiate improvements and lead change.

This is particularly important in cooperatives where the General Manager or a key officer may have accumulated years of knowledge about the organization, its members, systems, relationships, and operations.

What happens if that person suddenly leaves?

If there is no plan, the cooperative may experience disruption.

Decisions may be delayed.

Employees may become uncertain.

Important knowledge may be lost.

Members may feel the effects through slower or less effective service.

And the cooperative may spend considerable time simply trying to find someone who can take over.

This is why I see succession planning as a continuity plan for people and leadership.

It gives the cooperative a roadmap.

A written succession process can identify:

• critical positions;
• the competencies required for those positions;
• possible internal successors;
• development needs;
• temporary or emergency arrangements; and
• the process for a leadership transition.

For smaller cooperatives, you don't need to start with every position.

Start with the positions where leadership loss would have the greatest impact.

Ask:

"If this person is suddenly no longer available tomorrow, who can step in?"

If the answer is "Nobody," that position may need a succession plan.

2. Succession Planning Must Fit the Cooperative's Values and Culture

We should not assume that the person with the best technical skills will automatically become the best leader.

Leadership is more than knowledge.

It is also about values, behavior, judgment, relationships, and the ability to work with people.

Every cooperative has its own culture.

And cooperative culture matters when we identify future leaders.

We should therefore ask:

What kind of leader does our cooperative need?

Someone who can achieve targets?

Certainly.

Someone who understands operations?

Absolutely.

But in a cooperative, we also need leaders who understand:

Why does this cooperative exist?

A future leader should understand the cooperative's principles and values and appreciate that we are not simply managing a business—we are serving member-owners.

This is why succession planning should begin by defining the requirements of the position.

What competencies are needed?

What leadership behaviors are expected?

What knowledge must the person have?

What values should the person demonstrate?

Only after defining these should we begin looking at potential successors.

And here is an important point:

Don't wait until someone is about to retire before you start looking for a successor.

Leadership readiness takes time.

A good succession plan identifies people early enough to give them opportunities to learn, take on responsibilities, make decisions, and grow.

3. Developing Successors is an Investment—But Not a Guarantee

This is where succession planning becomes challenging.

When we identify someone as a potential successor, we need to invest in that person.

We may provide:

• training;
• coaching;
• mentoring;
• job rotations;
• special assignments;
• exposure to decision-making;
• leadership opportunities; and
• opportunities to learn from experienced leaders.

All of these require time and resources.

And there is always a risk.

The person we develop may eventually leave.

Some organizations hesitate to invest in people because of this possibility.

But I believe we should look at it differently.

The risk of developing people is real. But the risk of not developing anyone may be greater.

A training bond may help protect an investment in training, but it will not necessarily create commitment.

People stay when they see meaning, opportunity, fair treatment, growth, and a future in the organization.

This is why succession planning should be connected to career development.

If we tell an employee:

"We see potential in you."

we should also be able to answer:

"Here is how you can grow."

Give people a reason to imagine their future in the cooperative.

Not everyone identified as a potential successor will eventually take the position.

And that's okay.

The purpose of succession planning is not to guarantee that one particular person will become the next leader.

The purpose is to make sure the cooperative is developing people who are capable of leading when the need arises.

For MSM Cooperatives: Start Small

I know that some of our cooperatives may be thinking:

"This sounds good, but we only have one HR staff."

Or:

"Our General Manager is already doing HR. Where do we even begin?"

Start small.

You can begin with just one or two critical positions.

For example:

General Manager → Who could temporarily take over?

Operations Manager → Who is being prepared to take on greater responsibility?

Credit Manager → Who understands the role well enough to step in if needed?

Then ask three simple questions:

1. Who needs to be ready?

Identify the critical positions.

2. What does the person need to be capable of?

Identify the knowledge, skills, experience, and leadership behaviors required.

3. How will we prepare them?

Create a simple development plan.

It could be as simple as:

Learn → Observe → Assist → Practice → Lead

Over time, this can become a more structured succession program.

Succession Planning is Not Just an HR Responsibility

One final thought.

Succession planning may be coordinated by HR, but it should not belong to HR alone.

The Board has an important role in leadership continuity.

The General Manager has a responsibility to develop people.

Managers and supervisors should identify and develop potential leaders.

And employees should take responsibility for their own growth.

For cooperatives, succession planning is ultimately about protecting institutional knowledge, developing people, and ensuring continuity of service to our members.

Because when leadership changes, the mission should not stop.

The people may change.

The leaders may change.

The strategies may evolve.

But the cooperative's commitment to its member-owners must continue.

That is the real purpose of succession planning.

We don't prepare successors simply because someone might leave.

We prepare leaders because the cooperative must continue. 💙🧡💙

Your First Six Months at Work: How to Turn Job Training into a Strong Start

A practical guide for probationary employees—and the HR practitioners and supervisors who support them.

Starting a new job is exciting.

It can also be uncomfortable.

You are meeting new people, learning new systems, trying to understand the culture, figuring out what your supervisor expects, and at the same time wondering:

“Am I doing well enough to be regularized?”

As an HR and Organizational Development practitioner, I have seen many employees go through this stage. I have also seen how differently people respond to the same situation.

Some new employees approach training with curiosity. They ask questions, listen, observe, accept feedback, and gradually become more confident.

Others become so focused on proving that they already know everything that they forget one of the most important things about being a new employee:

You are there to learn.

Your probationary period is not simply a test that you have to survive.

It is an opportunity to learn the job, understand the organization, demonstrate your capability, and determine whether you and the organization are a good fit.

Probationary Employment Is a Two-Way Process

In the Philippines, probationary employment generally cannot exceed six months from the date the employee starts working, subject to applicable exceptions. During this period, the employer evaluates whether the employee qualifies for regular employment based on reasonable standards that should have been made known to the employee at the time of engagement.

But I want to emphasize something that is sometimes forgotten:

Probation is not only about the employer evaluating the employee.

The employee is also learning about the organization.

You are discovering:

• How does this organization treat its people?
• Does the actual workplace match what was presented during recruitment?
• Are expectations clear?
• Does my supervisor provide guidance and feedback?
• Do people communicate respectfully?
• Are policies applied fairly?
• Can I see myself growing here?
• Does this organization align with the kind of professional I want to become?

So while the organization is asking:

“Is this person right for the job?”

You should also be asking:

“Is this organization right for me?”

That makes probation a two-way learning and assessment process.

1. Start With a Learning Mindset

One of the biggest mistakes a new employee can make is believing that being hired means you are already expected to know everything.

You are not.

Even if you graduated with excellent grades, have previous work experience, or possess the required technical skills, every organization has its own:

• processes,
• systems,
• policies,
• culture,
• expectations,
• communication patterns, and
• ways of doing things.

Your first responsibility is therefore to learn how the organization works.

Ask questions.

Observe.

Listen.

Take notes.

Read the policies and procedures given to you.

Understand not only what you are expected to do but also why the organization does things in a particular way.

Being teachable is not a sign that you are inexperienced.

It is a sign that you are willing to grow.

2. Understand What Your Organization Expects From You

This is one of the most important things you can do during your probationary period.

Do not wait until your fifth or sixth month to ask:

“Am I performing well?”

Ask much earlier.

At the beginning of your employment, make sure you understand:

• your job responsibilities;
• your performance expectations;
• your key deliverables;
• the competencies required for the position;
• the behaviors expected from you;
• the organization's policies; and
• the standards that will be considered in evaluating your regularization.

This is important not only for employees but also for employers.

Philippine labor rules require the reasonable standards for regularization to be made known to a probationary employee at the time of engagement. The Supreme Court has repeatedly emphasized the importance of communicating these standards clearly.

From an HR perspective, this means that “Let's see how you perform” is not enough.

Employees deserve to know what success looks like.

And employees have a responsibility to understand those expectations and work toward them.

3. Don't Be Afraid to Ask Questions

I always encourage new employees to ask questions.

There is a difference between asking because you are careless and asking because you genuinely want to understand.

If you are unsure about an instruction, clarify it.

If you do not understand a process, ask someone who can guide you.

If you make a mistake, ask what you should do differently next time.

A good question can save hours of unnecessary work.

More importantly, asking questions demonstrates that you care about doing the job correctly.

But there is one important reminder:

Don't keep asking the same question because you did not bother to remember the answer.

Listen carefully. Take notes. Learn from the response.

The goal is not to remain dependent on others.

The goal is to become increasingly capable and independent.

4. Accept Feedback Without Taking It Personally

This is one of the hardest parts of being new at work.

Someone tells you:

“You need to improve this.”

And immediately, you think:

“They don't like me.”

Not necessarily.

Feedback is part of learning.

Your supervisor may see something you cannot yet see because you are still developing your understanding of the job.

Instead of immediately becoming defensive, try asking:

“What can I do differently next time?”

That question can change the entire conversation.

Good employees are not employees who never make mistakes.

Good employees are those who learn from their mistakes.

If you receive feedback, listen.

Clarify.

Apply it.

Then demonstrate improvement.

That last part is important.

Don't just say, “Yes, I understand.”

Let your actions show that you understood.

5. Learn the Culture, Not Just the Job

You were hired to perform a job.

But you are also joining a community of people.

Pay attention to how people communicate.

Observe how meetings are conducted.

Learn how decisions are made.

Understand how departments work together.

Notice how employees treat clients, customers, members, and one another.

For organizations such as cooperatives, this becomes particularly important because organizational values and purpose are closely connected to how people serve members.

Your technical skills may help you perform your tasks.

But your attitude, relationships, and understanding of organizational values will also influence how effectively you contribute.

Don't just learn the job. Learn the organization.

6. Build Relationships—But Stay Professional

You don't need to become best friends with everyone in your first month.

But you do need to build healthy working relationships.

Be respectful.

Be approachable.

Be willing to help.

Give credit to others.

Avoid unnecessary gossip.

Don't participate in office politics simply because someone invited you.

And remember that your workplace is not an extension of social media.

You can be friendly while still maintaining professional boundaries.

Your reputation begins developing from your first day.

People will remember not only what you accomplished but also how you treated them while accomplishing it.

7. Don't Hide Your Mistakes

This deserves special attention.

New employees will make mistakes.

It happens.

The bigger problem is when an employee makes a mistake and tries to hide it.

If you made an error, acknowledge it as soon as possible.

Explain what happened.

Take responsibility.

Ask how you can correct it.

Then determine how you can prevent it from happening again.

There is a huge difference between:

“I made a mistake, and here is what I learned.”

and

“I made a mistake, but I hope nobody notices.”

The first demonstrates accountability.

The second creates a trust problem.

8. Take Ownership of Your Development

Your supervisor and HR department have responsibilities in your development.

But your career is ultimately your responsibility.

Don't wait for someone to tell you everything you need to learn.

Read.

Practice.

Observe people who are good at what they do.

Ask for opportunities to learn.

Develop your technical skills.

Strengthen your communication.

Learn how to work with different personalities.

And if you identify a weakness, don't simply say:

“That's not my strength.”

Instead ask:

“What can I do to improve it?”

Your probationary period is not only about proving that you are capable of doing today's job.

It is also an opportunity to begin building the professional you want to become.

9. Talk to Your Supervisor Before the Evaluation

Don't wait for the formal performance evaluation to discover that your supervisor has concerns.

Schedule conversations along the way.

You might ask:

“How am I doing so far?”

“What should I continue doing?”

“What should I improve?”

“Are there areas where you think I need more training?”

“Is there anything you expect from me that I may not yet be doing?”

These questions show maturity.

They also give you time to improve before the formal evaluation.

From the employer's perspective, regular feedback is equally important.

A probationary employee should not be surprised at the end of the probationary period by problems that were never discussed.

Good performance management is not about waiting for an evaluation date.

It is about creating conversations throughout the employee's journey.

10. Remember: Regularization Is Not the Finish Line

Getting regularized is something worth celebrating.

But it is not the end of your learning.

In fact, it is only the beginning.

Once you become a regular employee, the organization will continue to expect you to:

• perform well;
• develop your skills;
• contribute to the team;
• demonstrate professionalism;
• adapt to change;
• take greater responsibility; and
• contribute to organizational goals.

So don't make your mindset:

“I just need to survive six months.”

Instead, make it:

“I want to use these first months to build a strong foundation for my career.”

That is a very different way of looking at probation.

A Simple 6-Month Guide for New Employees

Here is a simple framework you can use:

Period	Your Focus
First Month	3Learn the organization, your job, policies, people, and expectations.
Second Month	4Build competence and become more comfortable with your responsibilities.
Third Month	5Ask for feedback and identify areas for improvement.
Fourth Month	6Demonstrate consistency, initiative, and greater independence.
Fifth Month	7Review your performance against the standards for regularization.
Sixth Month	8Demonstrate that you can perform the job reliably and contribute to the organization.

Of course, not every organization follows exactly the same timeline. The important thing is to know your organization's expectations and monitor your own progress.

A Message to Employers and HR Practitioners

Since this blog is written from an HR perspective, I also want to turn the message around.

We often tell probationary employees:

“Prove yourself.”

But perhaps we should also ask ourselves:

“Have we given this employee a fair opportunity to succeed?”

Have we:

• properly onboarded the employee?
• explained the job clearly?
• communicated the standards for regularization?
• provided the necessary tools and resources?
• assigned someone who can guide the employee?
• given timely feedback?
• documented performance appropriately?
• provided opportunities to improve?
• treated the employee fairly and consistently?

A probationary employee should not have to guess what the organization wants.

Clarity is part of good HR.

And good onboarding is not simply about completing forms and introducing people.

It is about helping a new employee understand:

“This is who we are. This is what we expect from you. This is what you can expect from us. And this is how we can help you succeed.”

 My Advice to Every New Employee

If you are currently in your probationary period, don't spend the next few months simply worrying about whether you will be regularized.

Instead, focus on becoming better every day.

Learn.

Ask.

Listen.

Accept feedback.

Improve.

Communicate.

Take responsibility.

Build relationships.

Do your work well.

And most importantly, remember that your first job is not simply about earning a salary.

It is also about discovering what you are capable of becoming.

Your first months at work can shape your habits, your confidence, your professional relationships, and even the direction of your career.

So don't simply try to pass your probationary period.

Use it to build the foundation of the professional you want to become.

And if you are an HR practitioner or supervisor reading this, remember something equally important:

The way you guide a new employee during those first months can influence not only whether that person succeeds—but also whether that person chooses to stay, grow, and contribute to your organization.

That is why good onboarding, clear expectations, meaningful feedback, and genuine support are not merely HR processes.

They are investments in people.

And as I have learned through my years in HR and organizational development, when we help people succeed, we don't just develop employees.

We develop the organization, too. 🌱