1. Define the employment-policy purpose
Protect enterprise performance, family relationships and fair opportunity through one approved employment mandate.
The succession team should reconcile strategy, values, workforce policy, family constitution, ownership objectives and law. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a family-employment charter.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
2. Separate owner and employee status
Make ownership rights independent from entitlement to a job, title, pay, promotion or management authority.
The succession team should reconcile registers, role records, contracts, governance documents and family communications. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is an owner-employee boundary statement.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
3. Set policy coverage
Identify family definitions, entities, roles, jurisdictions, employment types and transition situations governed by the policy.
The succession team should reconcile family perimeter, group structure, workforce data, contracts and applicable requirements. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a controlled policy-perimeter map.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
4. Assign decision rights
Allocate hiring, pay, performance, promotion, discipline and exit decisions to qualified and unconflicted bodies.
The succession team should reconcile delegations, committee terms, organisation, board authority and conflict rules. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is an employment-decision RACI.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
5. Define entry criteria
Set education, experience, external-work, conduct, vacancy and competitive-selection requirements before appointment.
The succession team should reconcile role architecture, candidate evidence, labour market, family policy and business need. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a family-entry standard.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
6. Require genuine roles
Prove every position has an approved purpose, accountabilities, budget, manager and measurable contribution.
The succession team should reconcile organisation design, workforce plan, job descriptions, budget and operating model. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a role-necessity test.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
7. Use open selection
Compare family and non-family candidates through consistent criteria, evidence, interviews and approvals.
The succession team should reconcile candidate records, assessments, references, market mapping and decision minutes. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a merit-based selection protocol.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
8. Control conflicts in hiring
Disclose relationships, recuse interested decision-makers and use independent challenge for material appointments.
The succession team should reconcile interest register, committee records, assessments, advice and approvals. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a hiring-conflict control.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
Table 1. Family employment decision rights
| Decision | Primary authority | Required control |
|---|---|---|
| hire | management and HR | open criteria |
| executive appointment | board | independent review |
| pay | remuneration authority | market benchmark |
| exit | authorised employer body | fair process |
Illustrative programme design; company-specific facts and authorised advice govern.
Values are illustrative readiness indices and require company-specific evidence.
9. Create role architecture
Define job families, levels, accountabilities, skills and career paths across the enterprise.
The succession team should reconcile organisation, strategy, work design, market practice and capability data. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a role-and-level framework.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
10. Set market-based pay
Benchmark base pay by role, scope, performance and market while separating dividends and family benefits.
The succession team should reconcile job evaluation, pay data, contracts, ownership distributions and tax advice. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a role-based remuneration schedule.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
11. Design incentives
Link variable reward to controllable, balanced and sustainable outcomes with risk and conduct safeguards.
The succession team should reconcile strategy, scorecards, budgets, risk appetite, market data and workforce policy. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a performance-linked incentive plan.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
12. Separate pay from distributions
Route employment reward through payroll and ownership returns through authorised shareholder processes.
The succession team should reconcile contracts, payroll, dividend policy, accounts, tax, related-party and approval records. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a pay-versus-ownership ledger.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
13. Govern benefits and perquisites
Define eligibility, valuation, tax, approval and disclosure for vehicles, housing, travel, education and other benefits.
The succession team should reconcile benefit policy, payroll, tax, market data, approvals and usage records. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a family-benefit control register.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
14. Use written contracts
Document duties, location, reporting, compensation, confidentiality, IP, restrictions, notice and termination.
The succession team should reconcile employment law, role profile, policies, compensation and legal advice. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is an executable employment agreement.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
15. Set probation gates
Test capability, behaviour, relationships and independent performance before confirming appointment.
The succession team should reconcile objectives, manager feedback, work outputs, conduct and review records. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a probation decision pack.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
16. Build objective scorecards
Connect individual goals to strategy, cash, customers, operations, people, risk and values.
The succession team should reconcile business plan, role accountabilities, baseline data, targets and controls. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a balanced performance scorecard.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
Table 2. Performance architecture
| Dimension | Evidence | Decision use |
|---|---|---|
| results | operating outcomes | reward |
| capability | observed work | development |
| conduct | behaviour record | trust |
| potential | next-role evidence | succession |
Illustrative programme design; company-specific facts and authorised advice govern.
Values are illustrative readiness indices and require company-specific evidence.
17. Run regular performance reviews
Use evidence, calibration, feedback, development and documented consequences consistently across employees.
The succession team should reconcile scorecards, operating data, manager records, calibration and employee response. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a performance-review record.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
18. Calibrate family and non-family outcomes
Compare ratings, pay, promotions, discipline and opportunity for unexplained bias.
The succession team should reconcile workforce analytics, decisions, benchmarks, demographics and reviewer challenge. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is an employment-fairness dashboard.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
19. Set promotion rules
Require role availability, demonstrated next-level capability, sustained results and independent approval.
The succession team should reconcile career framework, performance, assessment, succession needs and vacancy evidence. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a promotion-readiness test.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
20. Fund development fairly
Allocate education, coaching, rotations and assignments by role need and potential with repayment or service rules where appropriate.
The succession team should reconcile skills gaps, development plans, budgets, performance and market options. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a governed development portfolio.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
21. Manage reporting lines
Avoid conflicted family supervision where feasible and add independent review where relationships remain.
The succession team should reconcile organisation chart, family relationships, delegations, performance and escalation routes. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a family-reporting-line map.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
22. Protect non-family talent
Preserve credible careers, authority, recognition and succession opportunity for essential executives and specialists.
The succession team should reconcile talent data, retention risk, pay, succession slate, engagement and market evidence. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a non-family talent plan.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
23. Define conduct expectations
Apply common standards for ethics, respect, confidentiality, conflicts, related parties and use of company assets.
The succession team should reconcile code of conduct, policies, incidents, training and acknowledgement. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a family-employee conduct code.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
24. Control related-party arrangements
Benchmark loans, leases, services, expenses and benefits and record company purpose and approvals.
The succession team should reconcile party register, contracts, market terms, accounting, tax and board records. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a related-party employment register.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
Table 3. Fairness controls
| Risk | Control | Evidence |
|---|---|---|
| preferential entry | competitive process | candidate comparison |
| excess pay | role benchmark | pay analysis |
| weak accountability | common scorecard | calibrated ratings |
| conflicted exit | independent review | decision record |
Illustrative programme design; company-specific facts and authorised advice govern.
Values are illustrative readiness indices and require company-specific evidence.
25. Create speak-up routes
Provide confidential escalation outside family influence with anti-retaliation and investigation controls.
The succession team should reconcile whistleblowing policy, channels, case records, independence and remediation. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is an independent speak-up protocol.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
26. Manage absence and flexibility consistently
Set evidence, approval and coverage rules for leave, remote work, caregiving and special arrangements.
The succession team should reconcile workforce policy, role needs, local law, records and comparator treatment. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a consistent flexibility protocol.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
27. Protect information and intellectual property
Apply access, privacy, confidentiality, invention, cyber and return-of-property controls by role.
The succession team should reconcile systems, data map, IP records, contracts, policies and access logs. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is an information-and-IP control plan.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
28. Set discipline rules
Use defined allegations, investigation, response, evidence, decision authority, proportionality and appeal.
The succession team should reconcile policy, law, case evidence, precedents, conflicts and legal advice. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a disciplinary process map.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
29. Define underperformance intervention
Move from feedback to support, measurable improvement, review and consequence within a controlled timetable.
The succession team should reconcile scorecard, evidence, capability assessment, support, meetings and records. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a performance-improvement plan.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
30. Design voluntary exit
Control notice, handover, relationships, data, property, communications and continuing obligations.
The succession team should reconcile contract, role dependencies, access, customer map and exit checklist. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a voluntary-exit protocol.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
31. Design involuntary exit
Establish lawful grounds, fair process, authority, documentation, payment and risk-managed communication.
The succession team should reconcile law, contract, policy, evidence, conflicts, payroll and legal advice. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is an involuntary-exit decision file.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
32. Separate job exit from ownership
Specify what employment termination changes and what shareholder rights continue under governing instruments.
The succession team should reconcile employment contract, articles, shareholder agreement, family policy and law. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is an employment-ownership separation map.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
Table 4. Employment and ownership boundary
| Event | Employment effect | Ownership effect |
|---|---|---|
| resignation | role ends | rights continue per documents |
| dismissal | contract ends | leaver terms assessed |
| share transfer | none automatically | rights transfer |
| succession | role tested separately | control may change |
Illustrative programme design; company-specific facts and authorised advice govern.
Values are illustrative readiness indices and require company-specific evidence.
33. Address good and bad leaver terms
Define triggers, valuation consequences, discretion, proportionality and dispute routes without disguising employment rights.
The succession team should reconcile equity plans, shareholder documents, valuation policy, law and precedent. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a leaver-rights schedule.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
34. Plan leadership transitions
Move authority, knowledge and relationships while protecting operations and the incoming leader.
The succession team should reconcile succession plan, delegations, account map, stakeholder plan and tests. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a role-transition critical path.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
35. Control family communications
Explain policy, decisions and confidentiality through the correct family, board and management channels.
The succession team should reconcile communication plan, governance forums, privacy, decisions and issue log. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a controlled communications protocol.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
36. Create dispute resolution
Sequence manager review, HR, independent committee, mediation, arbitration or court routes as applicable.
The succession team should reconcile policy, contracts, governing documents, law and adviser input. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is an employment-dispute pathway.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
37. Audit policy application
Test decisions, files, pay, ratings, conflicts, exceptions, access and outcomes against the approved rules.
The succession team should reconcile HR records, payroll, minutes, analytics, cases and samples. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a family-employment audit report.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
38. Report to the board
Provide trends, exceptions, fairness, talent, conduct, disputes and policy effectiveness without improper personal detail.
The succession team should reconcile dashboard, materiality, privacy, risk and committee mandate. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a board employment-governance pack.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
39. Refresh after transition
Update roles, market data, decision rights, succession needs and family circumstances after ownership or leadership change.
The succession team should reconcile transition results, strategy, workforce, governance and family feedback. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a post-transition policy review.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
40. Issue the family-employment conclusion
Present policy readiness, exceptions, fairness, risks, approvals and implementation priorities.
The succession team should reconcile diagnostic, decisions, contracts, workforce evidence, audit and advice. Each conclusion records the accountable body, source, timing, candidate or owner, evidence, dependency, control and unresolved exception. The immediate output is a board-and-family employment decision paper.
Management continuity must be proved through operating outcomes while ownership choices remain explicit. Reviewers test capability, authority, relationships, stakeholder confidence and downside response against native records and observed performance. Company strategy, role requirements, family objectives and governing law control every conclusion.
Material gaps require an owner, corrective action, test, advice and decision date. Consequences should flow through leadership capacity, customer delivery, cash, financing, value, control, fairness and transaction timing. Residual risk remains visible until authority is operable, stakeholders are protected and the relevant governing bodies approve the next gate.
Table 5. Policy readiness certificate
| Dimension | Required conclusion | Decision use |
|---|---|---|
| merit-based | entry and promotion evidenced | talent |
| market-aligned | pay tied to role | cost |
| accountable | performance and conduct governed | value |
| executable | exit and disputes controlled | resilience |
Illustrative programme design; company-specific facts and authorised advice govern.
Values are illustrative readiness indices and require company-specific evidence.
References
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