A new McLean & Company report advises HR professionals to separate job importance from individual performance when pinpointing high-impact positions. Focusing on the strategic value of a role, rather than the person holding it, is key to protecting workforce stability and guiding effective succession planning, said the global HR research and advisory firm.
Many organizations conflate top performers with critical roles, which can create gaps in long-term workforce planning, said Karen Mann, senior vice-president, HR Research, Learning Solutions & Advisory Services, at McLean & Company.
“By separating the role from the person, HR leaders can ensure a data-driven approach to succession planning and workforce forecasting, improving organizational resilience and reducing the risks of talent shortages,” she said.
McLean & Company’s research suggests that organizations lacking a standard process for identifying critical roles risk making assumption-based decisions that fail to support future talent and succession needs.
While 68 per cent of HR professionals recognize workforce planning as highly important, only 25 per cent report feeling effective in executing these strategies. According to the firm, clarifying which roles are essential for continuity and strategic impact helps reduce disruptions, minimize turnover costs and strengthen overall resilience.
The newly released Guide to Identifying Critical Roles outlines a step-by-step framework, stressing that role criteria must reflect broader organizational objectives. The approach involves defining role criticality, aligning with business priorities, and using data-driven tools to avoid bias.
McLean & Company cautions that leaders and employees sometimes resist labelling certain roles “critical,” so HR should use neutral language and weigh multiple factors — such as revenue generation and operational stability — when making decisions.
