Maybe I’m just paranoid because I’m afraid of losing my job, but ironically, I don’t like the fact that my knowledge has suddenly become important here. Honeywell wants me to share the details and show the new hire everything I do. There’s a good chance I’m actually training my replacement. What do you think? Has anyone had a similar experience, and it turned out that there was no intention of replacing you with this person?
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You’ll be having a all hands on meeting. I wonder where they’re going to be relocating your factory. They will give you a 30 day notice. Which covers the warn act.
Other option, they will give you guys a year notice. Like they did at Co-n Rapids and Golden Valley. It won’t really be a year. Like under six months. Push those parts so it happen faster.
With 40+ years in aerospace, what I see is history repeating itself. Nearly every 10-12 years there has been a huge turnover of personnel, either due to the graying workforce, layoffs, or downturn in business caused by external events - e.g., end of the Vietnam war, fall of the Soviet Union, Arab oil embargoes, economic recessions, etc. Sadly, each cyclic downturn resulted in the loss of talented people and even more painful, "tribal knowledge" of not just the products but the industry. With few graybeards left, replacements aren't trained in the crafts, they have to learn the important skills from scratch which takes time, typically 3 years or more. What's scary is that the market and the industry operate at increasingly faster paces over time, thus creating a knowledge gap which catchy programs like "Accelerator" fail to address. Sadly, leadership lacks the vision to plan for these inevitable cycles and the courage to invest in people to sustain the business.
They'll send your job overseas if they can
If your trainees are anything like the new ones coming in here then I feel for you. They are mostly completely incompetent mo--ns.
Certainly you are training someone's replacement. Could be yours, could be a coworker.
I have trained many newbies over the years. Quite a few passed me by but none have replaced me. Can't speak for all of HON but aero has always loathed "Tribal Knowledge". That's why the standard work clipboards, engineering notebooks, controlled work plans, etc. were mandated.
ALT is paranoid about the amount of turnover and the knowledge running for the exits. They finally figured out they need SOP and written work instructions. If you're close to retirement age, and are in a critical position, they're really scared. And of course, if you gave negative input on the most recent surveys, they know who you are...
Yes, that's called "KNOWLEDGE TRANSFER"
Meanwhile your total comp package will be reassessed in line with the market rate to someone with 5 years' experience. The difference will be allocated to restructuring charges.
Train your mentees in resume writing. Only document what you never want to do again.
I know someone who went through 4 different shadows over a decade. The shadows are gone and that person is still on speed dial for the site leader.
Always insist on mentees being physically present for ojt. Nothing remote and certainly no powerpoints.
Possible...but the one thing to look for is SOP ( standard operating procedures) to be an action item that was never really there. SOP' s are good, when used for training or if management decides to finally document something useful. However, if the focus is only for your position/job I would ask some questions. Word of advice...always know more than your manager in your role, learn extra or more in depth than all others if possible at your level. That seems to keep the simple empty bodies from thinking they can replace anyone easily in that role.
OK- it's possible that you are not paranoid and it's the grand plan to replace you. But honestly, EVERY new hire must be trained- and the folks who do the real work are the only ones who can reasonably train new employees.