Finance Manager Handover Checklist

Finance Manager Handover Checklist – 1 Job Handover Checklist This handover framework was developed to ensure a consistent and thorough handover process for those entering a new job/sector. By following the areas covered by the template, employees should quickly grasp the key goals of their new role and the people, processes and systems critical to the performance of the role. They must also understand the implications of their role and areas of influence, both inside and outside the company. Should This Checklist Be Complete? The checklist must be completed for all employees who transfer to new roles and for all roles that undergo a significant change (greater than 30%). If I complete this checklist, do I still need a mid-year performance review? Mid-year performance reviews are recommended for all employees, regardless of job change. However, for employees who undergo a significant role change or assume a new role with or without a supervisor change, the former supervisor should conduct a mid-year performance review against the previous role’s goals and provide a brief Director should be sent. Does the framework apply to all roles? With the consent of their supervisor, the framework may be tailored to suit the specific needs of their work area, not the incumbents. Those managing others need to pay more attention to the part that covers people. Roles and responsibilities during handover provide sufficient time for the new incumbent to meet and help work through job support and process areas for effective job knowledge transfer. There is a role of a knowledge seeker. Complete the knowledge transfer template and set up an appropriate appointment with the SME. The new person is responsible for managing the transition of the old team and helping to build the new team. The entrant must meet his own developmental needs. The outgoing/newcomer current recruit’s new supervisor creates a handover plan, mapping individual development needs and feedback. Make sure the time is well spent, the objectives clear and the exchange of information managed. Ensures that the handover process will be implemented throughout the organisation; Acts as a coach during the handover process and as needed after the handover process is complete. If there is no outgoing incumbent, ie the job is new, then the new supervisor will have to work in place of the outgoing incumbent. Other Important Notes The departing employee is responsible for the change of job. An important part of this is creating a schedule for meeting the people the newcomer should meet to build their network. For each meeting, the insight/knowledge that the entrants should gain should be clearly defined. page 1 of 5

2 The table below shows the overall handover outline at a glance and serves as a table of contents. To facilitate the process, the Transition Framework is organized into four (4) main themes: People Process Technical Outcomes Page 2 of 5

Finance Manager Handover Checklist

Finance Manager Handover Checklist

3 Handover Process Checklist Job Title: Outgoing Incumbent New Posting: Transition Period: From: To: Every effort should be made to ensure that there is an adequate transition period between incoming and outgoing personnel. This will help in avoiding disruption of the ongoing business. People Organization chart (who’s who, etc.) Team capabilities: Understand current profile and gaps Contact information Effective engagement strategies One-to-one meetings, network and formally notify everyone Key responsibilities Performance expectations Business strategy/plan Other roles and Responsibilities (eg safety responsibilities, crisis team members) HSE briefings Tacit knowledge transfer Lessons learned Insights, shortcuts, time spent wisely Things I could have done differently How to solve common problems Process requirements and workflows Formal management System Do’s and How Interdependencies Frequent Deadlines Repeated Meetings SOx Controls Responsibilities and Status Key Processes and Controls Account Solutions Critical Risks/Key Processes and Controls (such as maintaining business continuity) Cultural Environment SWOT Analysis Current Key Challenges and issue page 3 of 5

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4 Critical Success Factors Safety plan and critical safety issues Description of the most recent audit report of the authorized area (if applicable) Key processes related to the area, including regular and seasonal assignments Documentation: paper, electronic, transition timeline (recommended handover overlap timeline is 2 weeks) ) Schedule follow-up conversations (after 1 or 2 months) ) Other task handover or commitment milestones Location of critical information on tech desk manuals, databases, critical files, and access to reference software (request any necessary reordering of software orders) Computer Software I (late incumbent) will take me to the new department. Access all relevant areas Badge access M: and N: Department drives S: Project drives Job-specific applications from the enterprise software installer JDE BOSS Remote access, ie: VPN, dial-in, other computers and printers used by the Policy Director tool and procedures for sharing information between team members and external stakeholders Results T&R: Current and next year (if already available) Year-to-date results Budget: Actual x Plan New incumbent agreed that the performance contract knowledge/activities will be handed over to another Who is the project for Page 4 of 5

5 Please sign on completion of the process – Signature Outgoing Incumbent Signature New Incumbent Signature Supervisor Page 5 of 5

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Finance Manager Handover Checklist

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Finance Manager Handover Checklist

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