Healthcare succession management: are we ready?

Abstract

Purpose – The purpose of this paper is to present practicing management professionals with a model related to succession management and planning. Design/methodology/approach – Using a review of existent literature, this work examines and expounds upon the impact of succession management and planning as a potential genesis of, and an opportunity to mitigate, organizational problems related to senior executive turnover. Findings – This manuscript presents a succession management and planning model for practicing professionals that is based on three key tenets: first, a plan (of some sort) is necessary for corporate resilience and sustainability; second, an organization has in inherent responsibility and need to plan for replacements and prioritize allocation of resources; and third, succession management planning aids in the establishment of organizational resilience and stability amid contingencies. Practical implications – This work examines how, ultimately, succession management and planning is a means to risk/crisis management aimed at reducing gaps and associated problems related to changes among human capital distribution. Social implications – While this work is written with emphasis placed upon managing transition among healthcare organizations and personnel, the information is equally relevant and applicable to a broader audience. In an applied sense, this model provides management professionals with concepts related to orchestrating change at both the individual and organizational levels. Originality/value – While there is a dearth of literature examining succession management in a variety of industries, little information is directed specifically toward healthcare. This manuscript provides concepts related to effective risk mitigation via defined succession management and planning.

Meneroka Proses Paling Kritikal dalam Pelaksanaan Pelan Pewarisan

“…Kajian di ketiga-tiga GLC ini juga mendapati bahawa pelan pewarisan terdiri daripada enam proses asas yang merangkumi inisiatif pelan pewarisan, dan lima proses yang lain iaitu pengenalpastian jawatan kritikal (seperti Nixon 2008;Noe et al 2016;VanVactor 2015), pengenalpastian calon, pemilihan calon, latihan dan pembangunan calon, serta penilaian pelan pewarisan yang terdapat pada kebanyakan model pelan pewarisan (seperti Huynh 2016; Shirey 2008; Rothwell 2010). Menurut Atwood (2020), kebanyakan pelan pewarisan yang berkesan, mempunyai elemen yang sama yang menjadi tanda aras kejayaan.…”