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Compelling Reasons to Develop and Maintain a Job Analysis Program When long tenured employees inform their HR department that they are thinking about retirement, it may cause panic if there are no obvious internal successors. Given that in these situations, the role has been adequately filled for so long the job description if one even exists, is likely so outdated that it does not reflect the required skills, knowledge and expertise required. For this position, everything was working well and there was simply no need. Considering the current challenges in hiring talent, other roles with regular turnover have always taken focus and priority. Suddenly that changes and your organization likely isn’t prepared. Employees that have been with company for years have built up so much knowledge and skills that they are often not only performing their formal roles, but they are also probably assisting with and contributing to innovative solutions in adjacent roles. Compounding the challenge for their succession is also the fact that not only are they the only person who understands the full scope of how they contribute, but they are mostly likely doing all of this with a high degree of efficiency. The best and only consistent approach to managing this and similar risks is a proactive and regularly maintained job analysis program for all roles.