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Outline: Succession Planning and the Delivery of Care
Lanetta Lashawn Muhammad
Liberty University Online
BUSI 646: Economic Managing Human Capital in Healthcare
Respectfully submitted to Dr. Terrence Duncan
February 6, 2022
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Thesis: Staffing shortages and healthcare outcomes are rectifiable issues within healthcare that
can drastically lead to the collapse of the healthcare delivery system. Healthcare succession
planning is a strategic tool that can be implemented as a means of increasing leadership staff
pools and providing quality health outcomes for the delivery of care.
Question/Issues Addressed:
I. It is estimated that senior-level leaders of healthcare institutions do not have formal
transition plans and often rely on human resources for succession planning (Sibbald,
2017).
a. Succession planning is an essential aspect in helping healthcare institutions
improve the delivery of care that may result from staffing shortages along
with an increased demand for services and care.
b. Succession planning typically consists of three phases: pre-planning for
transition, transition process, and barriers to transitions (Sibbald, 2017).
c. Succession planning should be cost-effective, include qualified individuals,
adequate preparation, and personnel that can adapt to high-risk situations
(Sibbald, 2017).
d. Strategic succession planning is critical for integrative relationships and an
effective succession plan in healthcare (Wainright et al., 2021).
II. Succession planning history in healthcare and human resource management (HRM).
III. Succession planning concepts and the delivery of care due to increased demand.
a. Succession planning barriers within healthcare human resources include but are
not limited to leadership development, financial restraints, organizational demand,
turnover rates, and performance
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b. Succession planning is impactful in areas related to resignations, retirements,
promotions, growth of the organization, expansion and development plans,
implementation of new positions, and even untimely deaths (Desarno, 2021).
IV. Leadership staffing shortages have continued to plague the healthcare industry
(Moore, 2018).
a. Successful succession planning accounts for sustained financial growth and
greater employee retention. Succession planning in healthcare grew from 21% to
75% since 2015 (Moore, 2018).
V. The formidable success of the delivery of care is based upon healthcare organizations’
ability to preserve organizational knowledge through professional development
(Foster, 2019).
VI. Senior-level leaders can effectively use succession planning theories such as the
Leadership Model Succession Theory to improve the future of healthcare
organizations and develop future leaders.
VII. Talent management allows human resource managers to shift the focus to more
proactive approaches to finding and developing talent rather than a reactive approach
(Nowak & Scanlan, 2021).
VIII. Vacancies within healthcare leadership can often jeopardize the continuity of the
organization, its overall culture, performance strategies, and visions of the
organization.
a. Succession planning focuses on career ladders and the paths for progression
within healthcare (McConnell, 2021, p. 71).
1. Need for succession planning (Graystone, 2019).
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2. Principles of Succession (Drew, 2020).
3. Grooming successors (Phillips et al., 2018).
4. The rationale for succession (Phillips et al., 2018).
b. In the healthcare sector succession planning is a human resource process designed
to prepare or develop qualified leaders upon the transition of other leadership
(McConnell, 2021, p. 166).
1. The principles of succession planning will include actions such as
collaboration of all current leaders, continuous applications, defined
competencies and criteria, hiring the appropriate leader for the role and
organization, and post-succession evaluations to determine success.
IX. Human resource’s role in succession planning.
a. Advertising
b. Networking is highly recommended for the hiring of professional or high-level
roles (Jones et al., 2017).
c. Because job fairs are sponsored events many HR teams use them as recruiting
grounds (Jones et al., 2017).
d. Recruiting trips are used to attract high-level professionals on a professional to
professional level because it is more personal and showcases want and desire
(Jones et al., 2017).
e. The internet is used by HR because it is fast and efficient and managers can
access the supply and demand of a particular job.
f. Third-party firms are often hired by HR teams needing to fill specialized roles or
those that do not generate many leads by candidates (Pedersen et al., 2018).
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X. Healthcare is expanding rapidly so in times of staffing shortages HR teams must seek
alternatives when seeking out employment for the benefit of succession planning
(Stevens et al., 2018).
a. Internships are proven methods of effective succession planning during staffing
shortages accounting for 10% of many workforces (Anderson, 2018).
XI. Expense vouchers in healthcare are beneficial in recruiting high-ranking professionals
who will transition out of state. This allows for smoother and faster transitions into
the intended role (Groves, 2019).
XII. Sign-on bonuses are incentive-based payments offered by HR teams to recruit and
retain qualified candidates during lower employment trends or individuals with
specific skill sets in higher demands (Koppolu, 2021).
XIII. Employee referral programs generate high instances of recruitment in succession
planning because it offers compensation to current employees in exchange for eligible
candidates who are eventually hired (Bleich, 2019).
XIV. HRM managers who focus on successful succession planning during transitions of
power will maintain financial stability and increase momentum and direction
(Chakraborty & Biswas, 2020).
a. Incorporation of leadership training along with development is the primary goal
of succession planning (van Diggele et al., 2020).
b. An effective succession plan models teamwork, improving patient outcomes, and
a balance of accountability and autonomy (Mianda & Voce, 2018).
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References
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Chakraborty, D., & Biswas, W. (2020). Articulating the value of human resource planning
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