Healthcare Succession Plan

This project focuses on researching and designing a human resource succession plan for a healthcare organization. The solution emphasizes the importance of succession planning for maintaining consistent service and achieving organizational goals. It outlines a process that begins with reviewing the organizational chart and strategic planning, followed by assessing employee profiles to identify strengths and weaknesses. The plan should align with the organization's strategic goals while remaining adaptable to changing needs. The solution also highlights the role of succession planning in pharmacy departments, emphasizing the need for recruitment, training, leadership development, and managing retirements. The American Society of Health System Pharmacists (ASHP) and its initiatives are mentioned as relevant examples. The project concludes by stating that a well-structured succession plan is crucial for the overall success of a healthcare system. References to relevant research articles are provided.

Research and Design a Human Resource Succession Plan 1
Research and design a Human Resources Succession plan for a health care organization
Succession planning is a very important aspect to maintain a relentless service and
accomplish the comprehensive vision of the health care organisation (Motwani et al., 2006).
The process of succession planning has to be started with a vivid review of the organisational
chart in regards to the strategic planning of the organization (Kowalewski, Moretti & McGee,
2011). Then the hierarchy should be determined keeping in focus the key positions that
should be maintained by the succession plan. A total survey of the employee profile should
be conducted to keep a note of the academics, talent, aptitude and the drawbacks and
henceforth work out the areas of improvement. The succession planning must be in
collaboration with the strategic planning of the organisation and at the same time it should be
dynamic that can evolve with the changing situation and requirement to accomplish the
comprehensive goal and development of the organization (Sharma, Chrisman & Chua, 2003).
1980s marked the beginning of human resources in the domain of hospitals and health
care organizations keeping focus on the emerging needs of both the institution and the
employees. For the seamless running of an effective management team, induction sessions
should be conducted to motivate and train the potential employees and ensure that the human
resources may suffice the requirements of the strategic plans of the health care organisation.
The strategic plan of a pharmacy department is usually a formal plan that has in its vision a
goal set for about five to seven years in future or even longer and the succession plan is a
small part of it. The key processes include optimal recruitment and training of the pharmacy
employees with a focus on creating a successful leadership and also managing the evident
retirement cases. The recent reports reveal that delaying the retirement age is no more within
the strategic planning program. American Society of Health System Pharmacists (ASHP)
have its objectives set to create management position at all levels of hierarchy and create
leadership by providing legitimate training and tutorial programmes in order to accomplish

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the vision. Again, ASHP’s Practice Model is set in an endeavour to ascertain the tools and
other resources necessary to implement optimal pharmacy practice models in the hospitals
and health care systems and succession planning aid this initiative. A well formed succession
planning should include training and motivating the pharmacists to operate managerial
positions, involvement in the organization, develop leadership skills with periodic assessment
of development (Griffith, 2012).
The succession planning should be a marker for the overall success of the hospital and
the health system.

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References
Griffith, M.B., 2012. Effective succession planning in nursing: a review of the
literature. Journal of nursing management, 20(7), pp.900-911.
Kowalewski, S.J., Moretti, L. & McGee, D. (2011). Succession Planning: Evidence from
“Best Companies in New York”. International Journal of Management and Marketing
Research, 4(2), pp.99-108.
Motwani, J., Levenburg, N.M., Schwarz, T.V. and Blankson, C., 2006. Succession planning
in SMEs: An empirical analysis. International Small Business Journal, 24(5), pp.471-
495.
Sharma, P., Chrisman, J.J. and Chua, J.H., 2003. Succession planning as planned behavior:
Some empirical results. Family Business Review, 16(1), pp.1-15.