According to Titzer and Shirey (2013), “succession planning is defined as a strategic plan to ensure continued organizational leadership” (p. 155). It utilizes mentoring and coaching, as well as, grooms individuals within the organization that have been identified as having the potential to fill senior administrative positions when they become available (Tae, 2012, p. 14). In turn, it decreases the costs of recruiting and orienting new staff, as well as, encourages staff to be accountable for their personal growth; even more, it instills loyalty within the staff. Therefore, succession planning is essential to maintain continuity and stability within an organization (Brunero, Kerr, & Jastrzab, 2009, p. 577). As a result, it is imperative
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According to Griffith (2012), the clinical ladder could be useful as a tool to be used with succession planning due to its ability to “reward advances in formal education as well as several other professional development indicators, such as teaching, interdisciplinary relationships, quality of care rendered, image of nursing and management style” (p. 905). In addition, mentoring and coaching are instrumental in the development of future nursing leaders by encouraging staff nurses to seek further education, as well as, to pursue leadership roles instead of advanced practice clinical roles. Also, providing leadership classes will provide knowledge in finance, business management, informatics, strategic thinking, human resources, team building, quality improvement, communication skills, and conflict management (as cited by Titzer, Phillips, Tooley, Hall, & Shirey, 2013, p. 975), which are skills all senior management personnel should …show more content…
The CBA addresses the costs and benefits related to a project, while the BSC integrates the organization’s goals and vision within the project to “assess strategic goals involving financial, customer, internal process, and learning and growth perspectives” (as cited by Titzer, Phillips, Tooley, Hall, & Shirey, 2013, p. 977). First, financial goals can be measured by comparing the money saved from hiring internally prepared leaders and decreased vacancy times verses the costs associated with the succession planning. Second, customer perspective is determined by the satisfaction of the participants, which include: the candidates, nursing staff, and nursing leaders. Satisfaction can be evaluated by group discussions, program evaluations, and nursing satisfaction scores, as well as, by how many candidates choose to stay in leadership positions. Third, the internal process is the evaluation of the leadership bench strength, which can be identified by the “talent pool”. The talent pool is made up of the candidates being evaluated for promotion into leadership positions. The performance level and competency level of the talent pool is what determines the leadership bench strength of the organization. Lastly, learning and growth are evaluated by the candidate’s competency of leadership and management development by performing a pre- and
According to Griffith (2012), the clinical ladder could be useful as a tool to be used with succession planning due to its ability to “reward advances in formal education as well as several other professional development indicators, such as teaching, interdisciplinary relationships, quality of care rendered, image of nursing and management style” (p. 905). In addition, mentoring and coaching are instrumental in the development of future nursing leaders by encouraging staff nurses to seek further education, as well as, to pursue leadership roles instead of advanced practice clinical roles. Also, providing leadership classes will provide knowledge in finance, business management, informatics, strategic thinking, human resources, team building, quality improvement, communication skills, and conflict management (as cited by Titzer, Phillips, Tooley, Hall, & Shirey, 2013, p. 975), which are skills all senior management personnel should …show more content…
The CBA addresses the costs and benefits related to a project, while the BSC integrates the organization’s goals and vision within the project to “assess strategic goals involving financial, customer, internal process, and learning and growth perspectives” (as cited by Titzer, Phillips, Tooley, Hall, & Shirey, 2013, p. 977). First, financial goals can be measured by comparing the money saved from hiring internally prepared leaders and decreased vacancy times verses the costs associated with the succession planning. Second, customer perspective is determined by the satisfaction of the participants, which include: the candidates, nursing staff, and nursing leaders. Satisfaction can be evaluated by group discussions, program evaluations, and nursing satisfaction scores, as well as, by how many candidates choose to stay in leadership positions. Third, the internal process is the evaluation of the leadership bench strength, which can be identified by the “talent pool”. The talent pool is made up of the candidates being evaluated for promotion into leadership positions. The performance level and competency level of the talent pool is what determines the leadership bench strength of the organization. Lastly, learning and growth are evaluated by the candidate’s competency of leadership and management development by performing a pre- and