Protecting continuity in client facing teams
Keep client relationships and delivery knowledge shared enough for cover. One person’s permanent availability is not a continuity control.
The performance question
A client may prefer a familiar contact, but exclusive dependence can put both the employee and service at risk. Build trusted cover during ordinary delivery rather than introducing a replacement only after absence or resignation. Manage the extra demands of handover and relationship building.
What the evidence supports
HSE’s workload guidance recommends considering the whole team and redistribution of tasks. Its Support standard stresses information and resources. These support cover arrangements, but do not establish that a specific account model improves client retention.[1][2]
A practical approach
Give each critical account a primary contact and a competent deputy. Introduce the deputy in a normal meeting, maintain authorised shared records and define approval limits. Review demanding accounts for repeated out of hours work and agree realistic service expectations. Account for cover duties in workload allocation.
How to review progress
Test a planned absence and review response quality, missed commitments and work accumulated for return. Ask clients about continuity without making medical or personal disclosures. If the deputy cannot absorb the work safely, change capacity or commitments rather than relying on another always available individual.
Sources and references
- Human factors: Workload Opens in a new tab
Health and Safety Executive
Processing limits, task analysis, workload drift and staffing
- Management Standards: Support Opens in a new tab
Health and Safety Executive
Resources, management support and constructive feedback