How to hand over work in the workplace

When you step down from a position, it is likely that your manager or direct supervisor will ask you to assist in handing the job over to a successor. Neat and proactive will ensure a smooth transition, and you’ll leave flawlessly and professionally.

Table of Contents

Organize the handover process

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Discuss the handover process with the manager. You should start with a detailed discussion with the manager to determine the desired delivery method. Depending on your position and the manager’s style of work, you may be asked to fully assist with the handover process. Your successor will likely observe you at work for a few days or so. ^{[1] X Research Source}

In most cases, you will at least have to prepare a formal handover.
Talk to your manager and determine your level of contribution and the focus of the handover process.

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Outline the handover document. Once you understand the manager’s expectations, you can draft the handover. This will help you organize your work, categorize the tasks and information that you need to deliver during this period. The handover document should include:

Details of daily activities, tasks and priorities.
Describe the key points relevant to the position.
Clearly describe the expectations for the successor.
A list of important documents to hand over. These documents may include a specific contract or program of work. ^{[2] X Research Source}

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Handle the rest of the work. If you know you’ll be leaving your job soon, it’ll be beneficial for you to put a little more effort into handling the backlog. Not only will you get the satisfaction of getting the job done, but you’ll also give your successor a fresh start. This will also help you leave on good terms and keep a good reputation. ^{[3] X Research Sources}

While this isn’t always possible, if you’re on the verge of finishing something, put in a little extra effort to get it over with.
When faced with tasks that are nearing completion, it can be difficult for newcomers to handle them, because they are not familiar with all the complexities of the job.

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Talk to colleagues. Before the successor starts, spend some time talking to your co-workers about the handover process and ask them if there’s anything you should keep in mind during this period. If new problems arise that you are not aware of, this is an opportunity to talk and learn about them.

New problems will most likely not affect your final days, but you can talk to your successor if you know about them.
This is also your chance to let people know about your resignation and when you left. Let co-workers know about the handover process so they’re mindful of this stage.
Your performance will often slow down during a handover, so it’s better to let your colleagues know in advance.

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Prepare official handover documents. The final step of the handover preparation phase is finalizing an official handover document. You can build on previous drafts, but try to be clear and include important information. You will have to explain this document to your manager and any employees affected by the text. Get this done and send a letter to your successor at least a few days before they start. The content of handover documents will vary depending on the position, but they may include the following: ^{[4] X Source of Research}

List and timetable of activities.
Briefly describe outstanding issues.
Schedule upcoming events and deadlines.
Password and login information.
Helpful contact list. ^{[5] X Research Sources}
Instructions for searching documents and folders on the computer.

Handover phase management

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Give as much time as possible to the handover. When your successor starts the job, you may not have left the job and be asked to hand it over in a more complete way. The length of this time period is not fixed, but in some cases, you will have a few days or longer to help newcomers grasp the work. Usually, the longer the handover process takes, the more information you can provide to your successor.

There will be things you forget to mention, and new people observing you is a good way to expose them to a variety of everyday activities.

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Directly hand over important documents. During this process, it is a good practice to ensure that all important data and documents are directly transferred. This helps you make sure that the most important tasks are handled appropriately and that priorities are clearly outlined. Handing over documents in person also means that complex information is fully discussed before you leave.

The opportunity to explain key information and have your successor directly ask questions is critical to a successful handover.
This is also your opportunity to explain the nuance and context of discussions that may have been overlooked. ^{[6] X Trusted Source Official UK government website Go to source}

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Try to help. If you and your successor are still working together, you should be thoughtful and proactive. Try to identify problems that arise and help resolve them. Your successor can be a little shy or nervous in the first few days, and won’t want to bother you with his questions.

Make sure you’ve made it clear that you want to help and are encouraged to ask questions.
This way, the responsibility for handover will be shared between you and your successor. ^{[7] X Trusted Source Official UK government website Go to source}

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Final handover meeting. The last thing you need to do before you leave and complete the handover process is to hold a full handover meeting with your successor. Ask your successor to prepare questions they still have, as well as their notes. This meeting is a good opportunity for newcomers to make sure they understand their position and responsibilities.

Things that the successor is uncertain about can be clarified in the meeting.
Depending on the workplace, it may be a good idea to invite a manager or direct supervisor to the handover meeting.
You should inform the manager of the time and location of the meeting, and ask if he or she would like to add anything to the content of the meeting. ^{[8] X Research Sources}

Thinking about long-term development

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Emphasize available support and training. Think of the handover process as an opportunity for you to actually help someone get the best chance of success. Not only are you transferring duties and responsibilities, but you are helping your successor to mature professionally and supporting the long-term growth of the old workplace. ^{[9] X Research Source}

Please indicate relevant training opportunities that you are aware of.
Perhaps in the past, when you first started working, you were also trained to adapt and grow.
Make sure you mention that to your successor, and encourage them to learn about these possibilities.

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Don’t ignore workplace culture. If you’re spending time with your replacement, don’t just focus on the technical aspects of the job. Each has its own unique work environment and culture, which can make newcomers nervous or confused. Make sure you take the time to share with newbies the truth about how the workplace works.

Try to take them around the workplace and introduce them to each person.
Make sure you clearly communicate the position of the new hire as well as the current employees.
If the new hire’s job description is slightly different from yours, or their responsibilities and priorities have a different focus, make sure current employees know this too. ^{[10] X Research Source}

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Provide your contact information. If you really want to get the job done above the required level, you can share your contact information with your successor. They can contact you when there is a serious problem or when they need some guidance. Not everyone is happy to do so, and it also depends on your relationship with your former employer.

Usually, a simple email solves the problem.
Being available to help even after you’ve retired will make a positive impression and help you have a good reputation. ^{[11] X Research Source}

Steps

Organize the handover process

Handover phase management

Thinking about long-term development

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