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Competency 3 Assessment
Phoenix University
MHACB/543
Professor Dr Melissa Green
September 26, 2023
Recruitment and Succession Plan
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Planning for potential outcomes in the event of rapid staffing changes is crucial.
Although we presume and expect that all of our employees—particularly those in important
management positions—are reliable and would not leave. We must be ready for either
unforeseen circumstances or even planned adjustments. Always have a backup plan in place
in case someone leaves. Planning for succession is a crucial component of filling leadership
positions in the workforce. According to Desarno et al. (2002), “Succession planning aids an
organization in preparing for the inevitable movements of people who leave gaps in the
hierarchy that must be filled by qualified replacements.” The ability of the company to look
forward and find personnel who might be suited for cross-training and learning a task that can
prepare them for possible chances is another aspect of succession planning. These people can
be thought of as human capital, which is the knowledge and experience that the organization’s
staffing possesses. These people can be recognized based on how they react to obstacles and
educational opportunities within the company.
Poor succession planning runs the danger of resulting in a lack of preparation, which
can lower the standard of care. Additionally, it may prevent reimbursement. People are more
likely to engage when they feel appreciated. They devote more time to honing their talents
and pursuing future breakthroughs when given the chance to learn and develop inside the
company. Although it might be challenging to establish and maintain leadership, doing so
strategically is advantageous for both the employee and the organization. Compared to
employing new employees and putting them through the initial orientation and training
process, cross training is more cost-effectively done as part of their present employment. If
the chance arises, current employees have the luxury of receiving training over time.
Transition should be quite easy because the present employee is already familiar with the
setting, the personnel, and the patients. whereas a new hire might need extra time to become
used to and grasp the new surroundings
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By recruiting internally, the company is able to save hiring expenditures and
productivity losses. The company must be on the lookout for possible employees who could
fill crucial jobs and be prepared to take over should important employees or leaders suddenly
leave or change positions. Organizations must take into account the values of their
employees. You might provide someone challenging work responsibilities to get them ready
for future employment. Supporting employee development helps to maintain their attention,
engagement, motivation, and loyalty. “Leaders in an organization may leave, retire, lose their
jobs, or be unavailable for various reasons. According to research, healthcare firms are less
likely than other corporate organizations to use succession planning (Smith, 2019). Without a
succession plan, firms face a significant chance of experiencing workforce issues.
The best way to stop employees from leaving must be carefully considered when
taking measures to lessen the effects of their quick departure. Cross-training must be offered,
and a three-deep plan must be put into place, in order to reduce staffing. A backup strategy is
to position three persons deep. If the first and second people are not available, someone else
will always be willing to fill in. Cross-training gives an employee yet another chance to pick
up a new talent and develops new reasons for them to stick with the organization. We can try
to resolve any issues that may have contributed to the employee’s departure by conducting
exit interviews before their last day of work.
When there is job discontent, such as when the employees’ needs are not satisfied,
resignations of employees happen. Numerous factors, such as not getting enough hours, being
dissatisfied with the pay, not being recognized or appreciated, having work obligations that
are too demanding, not seeing room for advancement, or any other factor that the employee
may feel is a trigger for looking for work elsewhere, may prevent their needs from being met.
The cost of hiring and training new employees is higher than the cost of keeping existing
employees. To keep their employees, department managers must work very hard. The
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manager or designee must spend time training new employees, delaying work completion. It
takes longer for newer, less experienced workers to accomplish tasks and learn routines.
According to Reyes et al. (2019), “An entity should strive to have a human resource
department that communicates to the stakeholder employee on short- and long-term plans that
involve them.” Building relationships in the workplace promotes comradery, trust, teamwork,
and solid bonds. The employees’ ties are strengthened as a result of the team effort.
To fill a managerial job, there should be a recruitment strategy in place. It is best to
hire and advance within the organization. This is when succession planning is advantageous
to the company, resulting in a seamless transition to fill the vacancy and reduce positional
gaps. A present employee can learn new abilities that can be used to boost their career within
the company by being prepared in advance. Advertisements on job-hunting websites, social
media, and even word-of-mouth through recommendations from current employees are
additional recruitment strategies that can be used. Digital tools are useful for internal and
external recruitment since they reach more people. Since most people use well-known
websites, the traditional method of advertising in newspapers is expensive and may only
receive a little amount of exposure. Commercials on regional radio and television stations are
one more way to recruit. A lot of people can be attracted by advertising for job fairs who can
be promptly recruited after being interviewed. These days, a significant portion of the
population spends their time online. The use of social media and networks has not decreased,
according to statistics (Briscariu, 2019).
For new hires, there should be a preboarding and onboarding strategy in place. It is
crucial to keep them informed about what is expected of them before their first day of work
and after they officially begin. It can be useful to check in with new hires on days 30, 90, and
180 to learn how they are doing. The goal is to assess how the employee is doing and
determine whether they require additional training, have any questions, or are having trouble
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obtaining the answers. We may monitor the employee’s development and any obstacles they
may be encountering. If an individual is not grasping the work after several interventions to
address any issues or setbacks they may have experienced, we may even consider terminating
their employment.
Open lines of communication with the new worker or boss can assist clarify any
unclear concerns, reduce uncertainty, and demonstrate support. “When a new leader is hired,
there should be a strategy in place for how they will spend their initial days, weeks, and
months. This needs to start the moment an interview is held. An employee can determine
whether they made the appropriate choice at this point (Reyes et al., 2019).
The organization’s dedication to fostering internal growth can be demonstrated to
candidates by the succession plan policies and procedures that are in place. The succession
plan’s goal is to have a worker ready to take over a crucial role in the event that someone
leaves the company. Any gaps that might result from an employee departure will be filled by
training for this person. This qualified person can assist with system maintenance to stop
lapses from happening. It is preferable to train and prepare a worker who already collaborates
with or uses the same systems as the individual you are teaching to be your backup. By
picking the person with whom you are most comfortable, you can make the shift without
adding to your stress. Due to their familiarity with the task, they will be the most at ease
helping.
In my company, the business office manager would be the best person to understand
and adjust to the change if they were prepared to learn the administrator’s responsibilities.As
opposed to educating a social worker to act as a backup to the administrator, they are aware
with the finances and feel comfortable talking about financial difficulties. The social worker
might not feel comfortable talking about money or enforcing rules. In the event of the DON’s
absence or departure, a registered nurse can be prepared to step into the role of Director of
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Nurse (DON). Any licensed or unlicensed person cannot fill this post since the DON
demands RN qualifications. It’s crucial to get someone who can comprehend and carry out
the obligations of the person they can be temporarily or permanently filling in for.
A person could be reluctant to accept more responsibilities out of concern that they
will be burdened with them without receiving any greater pay. To prevent a lapse in care,
each department should have a plan for how it would train and maybe promote a person in
the event of a departure. Additionally, this allows the worker the chance to pick up new skills
that will aid in future progress and gauge interest in the field. Staff members who are
interested in career advancement can be encouraged by being informed of potential prospects
for growth; these workers can then be developed and nurtured to fill jobs as they become
available. Training employees for career advancement promotes dedication from the worker.
The ability to mold present employees without any existing habits from other employment is
a benefit of grooming them for future prospects. Employees can be inspired to learn more by
being informed of promotions and receiving rewards.
The proposed concept fits with current healthcare trends because there are many
people looking for career options. They will work harder to stand out and improve their job
effort if they are aware of prospective prospects. Experience and education can make a
worker stand out from the competition. The facility will attract applicants and present
employees by using a number of tactics to promote the prospects it has to offer. Healthcare
facilities should make use of job fairs and other similar occasions to advertise open positions
to prospective employees. Through these programs, the company can obtain a better sense of
the applicant outside of the workplace and determine whether they might be a good fit.
References
Briscariu, R. (2019). The use of social network sites in the recruitment process. Management
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Research and Practice, 11(4), 5-10.
Desarno, J., Perez, M., & Rivas, R. (2021, August). Succession Planning Within the Health
Care Organization:: Human Resources Management and Human Capital Management
Considerations. Nurse Leader, 19(4), 411-415. DOI: 10.1016/j.mnl.2020.08.010
Reyes, A.C.S., Aquino, C.A., & Bueno, D. C (2019). Why employees leave: Factors that
stimulate resignation resulting in creative retention ideas. CC The Journal: A
Multidisciplinary Research Review, 14, 15-24.
Smith, M.J. (2019). Healthcare Organizations And Succession Planning.
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