Mentor for successor - handover @ ウィキ

Hiro has been in charge of financial system for many years, but it turned out to be transferred to overseas with the next personnel change.
Successor Kei is a mid-level employee, but she has never developed or operated the some system by herself.

How should we explain the work content to successors who are less experienced than ourselves?

If Hiro premise Kei the same capabilities as himself and omit the detailed explanation, Kei might not understand the knowledge at all.
Kei is aware of her less experience and knowledge. During the handover period, she is trying to understand the knowledge of Hiro firmly.
The time for handover is firmly secured.

Nurture the successor carefully and instruct it over time.

Hiro explained politely the financial system based on the recognition that he will be a teacher for Kei during the handover period.
Kei was able to understand the basics of the financial system and was able to acquire firmly about expalined knowledge.
At the end of the handover, she grew up well as Hiro's successor.

In the case where the Successor as capable as the predecessor or Mercenary is executed, it is not necessary to execute this pattern.
It takes time to do this pattern, so it is necessary to do it when time is secured by Timing of appointment and Intention for responsible handover. However, if you need to do this pattern without enough time, there is a danger that it will not fit within the handover period. So you need to supplement by Extra-ining for completion of the handover.