Sample HR Management Paper on Succession Planning in HealthCare Organization

Introduction

Many organizations have benefitted from the process of succession planning because it offers various benefits to the different healthcare organizations. An even transition between the top-level management is a key factor in ensuring that an environment of stability is maintained in a healthcare organization. During the process of succession planning in an organization, there are different practices involved, which may be perceived by both the public and the organizations employees. These practices includes transfer of leadership and human capital. With succession planning, there is an increased likelihood that the organization’s strategic vision will be maintained because the next leader has been groomed with existing leadership still in control (Carriere and Brian 548-555). Most of the healthcare organizations have prioritized the leadership development and have made it a platform for implementing the succession plan. The research conducted at Heritage Hospital in Virginia seeks to evaluate the process of carrying out an effective succession plan in the healthcare organization in the region and across the world.

Succession Planning Best Practices

For the process of succession plan to be effective, it is important to use the knowledge, we have acquired to address healthcare organizational challenges. For the individuals who are aspiring to the future leaders in the healthcare department, it is essential that they equip themselves with the tools, techniques, and expertise that would make them to be good problem solvers. The process of organizational succession plan could be effective only if the knowledge and the expertise that has been acquired by the members of an organization is effectually applied to address healthcare organizational challenges. There should be a focus on giving future leaders the tools, techniques, and expertise to be problem solvers (Blouin and Scott, 325-330).

It is very important that we gather the relevant information that is necessary for the process of healthcare succession plan and how we handle the emerging issues in the healthcare organizations because of the process of succession plan. It is more important to develop a person’s ability to learn from experience rather than focus on competencies, especially if it is difficult to know what skills and abilities will be needed in the future, or if competencies become outdated quickly. The process of succession plan in Healthcare Organizations should be simple to understand and effective cost wise so that different healthcare organizations could be able to implement the process sufficiently. The organizations should encourage individuals to accomplish their development plans so that they can individualize their talents and development needs according to that of their leaders (Cross, 77).

Succession Planning in Healthcare organizations

The shortage of healthcare workers, increase in demand for healthcare services, and emphasis on excellence in patient care and safety, all support the need for succession programs in healthcare organizations (Collins, Sandra and Kevin 16-21). Research conducted by different experts reveals that the process of succession planning has lagged behind in many healthcare organizations because it only targets the executive leadership positions and not the clinical leadership roles. The skills of future leaders need to be considered (Collins, Sandra and Kevin 16-21). The obvious areas where the newly appointed healthcare managers get the challenge is in the finance and organizational leadership.

Healthcare organizations have for many decades suffered the problems that arise from the standards of accountability and lose of focus on fiscal language and measures since this is not provided to the clinicians during their training. These organizations need to be shown that weaknesses on the business side affect the patient-care side of the industry (Collins, Sandra and Kevin, 16-21). In a service oriented industry such as healthcare, the correlation between the two sides needs to be understood, as employees and new leaders in healthcare are often driven by the patient-care-side.

Recommendations and Conclusion

The study revealed that the current leaders at Heritage Hospital were comfortable in their leadership after a period of twelve months. The healthcare organizations across the world should focus on the organizational leadership and support the leadership skills for the newly appointed or elected leaders of the organization. The organization should therefore obtain the relevant knowledge and use it effectively to address the challenges that face the healthcare organizations. This could be as simple as a section on their performance appraisal where the employees identify their goals specific to their own leadership development (Groves, 239-260).

If Heritage Hospital desires to implement a succession plan in the future, clear goals and desired outcomes need to be specified by executive leadership. Additionally, the level of support for a succession plan should be determined, as well as how deep into the organization the planning will function (Collins, Sandra and Kevin 16-21). The information obtained through this study should be used to improve leadership development and support succession-planning implementation. Such organizational support is integral to employee engagement and builds a culture that provides a competitive advantage.

Citations

Blouin, Ann Scott, et al. “Leading tomorrow’s healthcare organizations: strategies and tactics for effective succession planning.” Journal of nursing administration 36.6 (2006): 325-330.

Carriere, Brian K., et al. “Healthcare succession planning: an integrative review.” Journal of Nursing Administration 39.12 (2009): 548-555.

Collins, Sandra K., and Kevin S. Collins. “Succession planning and leadership development: critical business strategies for healthcare organizations.” Radiology management 29.1 (2007): 16-21.

Cross, S. (2009). Succession Planning in Healthcare Organizations.

Groves, K. S. (2007). Integrating leadership development and succession planning best practices. Journal of management development, 26(3), 239-260.