Running head: OUTLINE 1
Succession Planning: Challenges in Healthcare Outline
Jon Eastman, Joshua Eickholt, Jessica Fisher, Samantha Goins, Jennifer Harris, Sherress Hicks
Liberty University BUSI 646
July 19, 2019
Professor Dr. Colleen McLaughlin
OUTLINE 2
Thesis Statement: Succession planning within healthcare organizations can be very challenging
but overall it provides many benefits to those organizations who are able to effectively
implement succession plans; therefore, this paper will identify and examine challenges with
succession planning in the healthcare industry and explain how it is vital for positive change in
modern medicine, today.
Questions/Issues Being Addressed: What is succession planning and what are the current
challenges of succession planning for healthcare organizations?
I. INTRODUCTION JON
II. Succession planning has been utilized throughout the history of many industries including the
healthcare industry to increase the availability of highly skilled staffed to assume positions as
they become available. (1 page) JENNIFER
A. Succession planning, recognized as a critical practice in the corporate world, provides
significant benefits for both large and small businesses by proactively planning for
vacancies (Moore, 2018). (1/2 page)
1. The individual nurse benefits through their motivation to gain leadership skills
required for future management positions, and the organization benefits from having
nurse managers who better understand the complexities of their management role
within the broader organizational context (Kippist, 2013).
2. Succession planning helps an organization develop “bench strength” with an
identified second tier of executive and management talent that will be targeted for
growth and development (Pynes & Lombardi, 2011).
B. Healthcare organizations have begun to recognize the need for implementing succession
planning in order to better prepare for the future. (1/2 page)
OUTLINE 3
1. Healthcare is facing a turbulent environment because of various factors such as
increased competition, changes in reimbursement, and increasing pressure to
implement health information technology (Patidar, Gupta, Azbik, Weech-Maldonado,
& Finan, 2016). (1 page)
2. Human resources directors are responsible for the success of the development,
implementation, and communication of the organization's succession plan to support
employee retention, engagement, and long-term growth for the organization (Ballaro
& Polk, 2017). (1 page)
III. Current issues affecting the healthcare industry and its staffing models. (HOW MUCH
SPACE) JOSHUA
A. The lack of an effective succession planning can lead to a shortage of properly
trained personnel (Carriere, Muise, Cummings, & Newburn-Cook, 2009).
1. A lack of proper training or succession planning in upper
management can result in issues related to the structure and culture
of an organization (VanVactor, 2015).
2. ADD BULLET
B. The perceived barriers affecting the implementation of succession planning
(Foster, 2019).
1. There is currently a lack of training for front-line staff and middle
management which can lead to safety and quality issues (Ramseur,
Fuchs, Edwards, & Humphreys, 2018).
2. ADD BULLET
OUTLINE 4
IV. Succession planning for the future requires using data obtained from history to help bridge
the gap into a new era of planning. (1/2 page) SAM
A. Developing a succession plan for the future exhibits challenges with bridging the gap
between generational workers. Identifying critical roles, starting at all technician levels
and including supervisor, and extending up to the highest layers in the organization are
challenges the future holds with succession planning (Orner & Barr-Marinetti, 2016). (1
page)
1. The ability-motivation-opportunity framework suggests that lower-to-middle
managers’ abilities, motivations, and opportunities predict their effectiveness
in HRM (Steffensen et. al., 2019). (1/2 page)
2. The increase in healthcare jobs is expected to outpace growth in all other
industries and recruitment and retention of levels of employment are matters
of special interest to all healthcare leaders during the next several years
(Parsons, 2019). (1/2 page)
B. Employee shortages contribute to the future success of succession planning for HRM.
The question under investigation is how to on-board new graduates in the most efficient
and cost-effective manner while supporting their safe transition into the workforce (Jones
et. al., 2017). (1 page)
1. Millennials are often portrayed as entitled, lazy, and addicted to bright screens
and although employers are being forced to accommodate millennials,
achieving a work-life balance is considered essential to the millennial
generation (Kosterlitz & Lewis, 2017). (1/2 page)
OUTLINE 5
2. Overcoming barriers in HRM is a key component to successful
implementation of succession planning. These barriers include: 1) shortage of
skills in key areas, such as physicians and nurses, 2) limits to the number of
staff an organization can hire, 3) increasing salaries, 4) the aging workforce,
5) growing competition for employees, and 6) the declining number of new
workers entering the labor market (Parsons, 2019). (1/2 page)
V. Suggestions to improve/overcome challenges in succession planning (FIX FORMATTING
TO MATCH, INCLUDE REFERENCES) SHERRESS
VI. CONCLUSION JESSICA
A. Physician and Nursing shortage can be solved by increasing federal financial support, and
importing foreign healthcare providers
B. Sum up key points (I-IV)
C. Closing sentences
D. Biblical viewpoint
OUTLINE 6
References
Ballaro, J. M., & Polk, L. (2017). Developing an organization for future growth using succession
planning. Organization Development Journal, 35(4), 41-59. Retrieved from
https://search-proquest-com.ezproxy.liberty.edu/docview/2002996705?pq-
origsite=summon
Carriere, B., Muise, M., Cummings, G., & Newburn-Cook, C. (2009). Healthcare
succession planning: An integrative review. JONA: The Journal of Nursing
Administration, 39(12), 548-555. doi:10.1097/NNA.0b013e3181c18010
Foster, T. (2019). Succession planning and perceived barriers to achieving career
optimization among health care administrators. The Health Care Manager, 38(1), 1-
11. doi: 10.1097/HCM.0000000000000270
Jones, S., Deckers, C. M., Strand, D., Bissmeyer, H., Wilkinson Bowman, W. J., Mathe, D. G.
(2017). Succession planning: Creating a case for hiring new graduates. Nursing
Economic$, 35(2), 64–87. Retrieved from https://go-galegroup-
com.ezproxy.liberty.edu/ps/i.do?p=HWRC&u=vic_liberty&id=GALE
%7CA491983227&v=2.1&it=r&sid=summon
Kippist, L. (2013). Bridges or barriers? Succession planning for doctor managers. International
Employment Relations Review, 19(2), 24-37. Retrieved from
OUTLINE 7
http://bi.galegroup.com.ezproxy.liberty.edu/global/article/GALE|A367299383?
u=vic_liberty&sid=summon
Moore, H. M. (2018). Building the case for succession planning in physician practices. The
Journal of Medical Practice Management: MPM, 33(5), 280-284. Retrieved from
https://search-proquest-com.ezproxy.liberty.edu/docview/2029504117?pq-
origsite=summon
Orner, R., & Barr-Marinetti, S. (2016). Following the leader: Succession planning for healthcare
organizations: It's up to managers to groom talented employees who can step up when
they're ready to move on. 24x7, 21(6), 18. Retrieved from https://go-galegroup-
com.ezproxy.liberty.edu/ps/i.do?p=AONE&u=vic_liberty&id=GALE|
A455416062&v=2.1&it=r&sid=summon
Parsons, J. E. (2019). Addressing workforce challenges in healthcare calls for proactive
leadership. Frontiers of Health Services Management, 35(4), 11. Retrieved from
https://search-proquest-com.ezproxy.liberty.edu/docview/2247566424?accountid=12085
Patidar, N., Gupta, S., Azbik, G., Weech-Maldonado, R., & John J Finan Jr. (2016). Succession
planning and financial performance: Does competition matter? Practitioner Application.
Journal of Healthcare Management, 61(3), 215. Retrieved from https://search-proquest-
com.ezproxy.liberty.edu/docview/1812639576?pq-origsite=summon
Pynes, J. E., & Lombardi, D. N. (2011). Human resources management for health care
organizations: A strategic approach. San Francisco, CA: Jossey-Bass.
Ramseur, P., Fuchs, M., Edwards, P., & Humphreys, J. (2018). The implementation of a
structured nursing leadership development program for succession planning in a
OUTLINE 8
health system. JONA: The Journal of Nursing Administration, 48(1), 25-30. doi:
10.1097/NNA.0000000000000566
Steffensen, D. S., Ellen, B. P., Wang, G., & Ferris, G. R. (2019). Putting the “Management” Back
in Human Resource Management: A Review and Agenda for Future Research. Journal of
Management,45(6), 2387-2418. doi:10.1177/0149206318816179
VanVactor, J. (2015). Healthcare succession management: Are we ready? International
Journal of Public Leadership, 11(2), 107-122. doi: 10.1108/IJPL-11-2014-0021
REFERENCES SO FAR INCLUDE JENNIFER, SAM, JOSHUA.
OUTLINE 9
References
Ballaro, J. M., & Polk, L. (2017). Developing an organization for future growth using succession
planning. Organization Development Journal, 35(4), 41-59. Retrieved from
https://search-proquest-com.ezproxy.liberty.edu/docview/2002996705?pq-
origsite=summon
Kippist, L. (2013). Bridges or barriers? Succession planning for doctor managers. International
Employment Relations Review, 19(2), 24-37. Retrieved from
http://bi.galegroup.com.ezproxy.liberty.edu/global/article/GALE|A367299383?
u=vic_liberty&sid=summon
Moore, H. M. (2018). Building the case for succession planning in physician practices. The
Journal of Medical Practice Management: MPM, 33(5), 280-284. Retrieved from
https://search-proquest-com.ezproxy.liberty.edu/docview/2029504117?pq-
origsite=summon
Patidar, N., Gupta, S., Azbik, G., Weech-Maldonado, R., & John J Finan Jr. (2016). Succession
planning and financial performance: Does competition matter? Practitioner Application.
Journal of Healthcare Management, 61(3), 215. Retrieved from https://search-proquest-
com.ezproxy.liberty.edu/docview/1812639576?pq-origsite=summon
OUTLINE
10
Pynes, J. E., & Lombardi, D. N. (2011). Human resources management for health care
organizations: A strategic approach. San Francisco, CA: Jossey-Bass.
