From the external shining of the irreplaceable employee to the internal instability of the business: Understanding the problems and finding solutions.

1. More Than Just Quitting. At first glance, an irreplaceable employee is a real treasure for a company. However, as is often the case, this illusion can turn into serious problems. A manager’s anxiety about a possible quitting by the indispensable employee creates vulnerability, even the risk of destabilizing the business. It also opens the door to manipulation by the irreplaceable employee.
2. Burnout Is A Hidden Threat. Irreplaceable employees can lead to professional burnout, creating the risk of poor decisions and sabotage.
3. “Golden” Employees Are Expensive. Irreplaceable employees cost the company more, creating a disbalance in the financial structure.
4. A Test For The Corporate Culture. An irreplaceable employee can influence management by staying out of team interaction. Despite individual accomplishments, they can destroy a healthy corporate atmosphere.
5. Comfort Zone Is A Brake On Innovation. Irreplaceable, having reached a high professional level, “get stuck” in the comfort zone, slowing the introduction of innovations and damaging the team’s enthusiasm.

Although indispensability is a “product” of the employee, the business environment where the specialist works can also be a reason for the phenomenon. Organizations without clear staff roles, developed infrastructure, and a culture of sharing experience and knowledge often ‘bind’ every or almost every business process to one or two employees, creating a practice of ‘indispensability.’
A system of succession, mentoring, and responsibility sharing, agile approaches help create more flexible, adaptive teams, ensure an even distribution of knowledge and responsibility, and minimize organization vulnerability in the event of the departure of an “irreplaceable” employee. By openly sharing information and fostering teamwork, organizations increase flexibility and reduce the risk of becoming dependent on individuals.

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