The Dell Small Business Excellence Award honors businesses that apply technology in innovative ways to improve the customer experience and grow. The award gives small businesses a chance at up to $50,000 in Dell solutions and a meeting with Dell Chairman and CEO Michael Dell. National finalists are selected by business students at universities worldwide. Business experts select the national and global winners. Past winners and finalists range from a drapery manufacturer to software vendors, to a natural gardening supplier selling worm composting kits.

If you are an owner, managing director, or chief executive of a company with 100 employees or less that has improved your customers’ experience by using technology in innovative ways, Dell wants to hear about it. Your story could make you a winner in the 2009 Dell Small Business Excellence Award.

There are three levels of award: Global, National and Finalist.  The call for entries is open until April 3, 2009.  Once all the applications have been received, viable candidates will be notified about providing additional information.

Do you know an innovative business that you could nominate?  Should your business be nominated?

Several months ago a client made the hard decision to fire a family member.  The business had grown beyond this person’s capabilities, interest and understanding and it caused undue hardship on the relationship.  There was one problem though, there was no one waiting in the wings to replace him.  So for months he teetered trying to help in his old job while at the same time trying to find a new position.  Ultimately the client hired a replacement that was well worth the wait.

All this pointed out the need for succession plans at many levels of a company.  In a small business there needs to be a succession plan for anyone serving in a key role.  People can just as easily contract a long-term illness as leave.  The impact on the company is just as bad particularly if the person is in a client facing position.

The following are thoughts on how to plan for a key employee leaving including the CEO:

• Understand what the employee’s day-to-day role is.  What are the key deliverables.
• If the employee is manager, get some sense before the person leaves as to the skills of any direct reports.
• Have the person write or update the position description for their position (this should be done annually as a rule).  They are the best person to do it. Then evaluate whether the components of the position description are still relevant to the company as is or does the position need to be changed.
• Make it a company policy to cross-train as many positions as possible.  In a period of downsizing or long recruiting time this could save the company from falling significantly behind in one area.
• Understand each employee’s level of efficiency.  What one employee can do in a day may take another more time necessitating a change in the staffing plan and potentially more cost.  Years ago I had a controller that did the work of two people.  I lived in fear she would leave and the organization would be forced to hire two people.  Fortunately it never happened.
• Avoid a knee jerk reaction where someone is promoted just because they are next in line in the department.  An employee’s departure presents an opportunity to reevaluate, reorganize and re-energize.

Do you have thoughts to add on planning for when a key employee leaves?