Healthcare succession management: are we ready?

Abstract

Purpose – The purpose of this paper is to present practicing management professionals with a model related to succession management and planning. Design/methodology/approach – Using a review of existent literature, this work examines and expounds upon the impact of succession management and planning as a potential genesis of, and an opportunity to mitigate, organizational problems related to senior executive turnover. Findings – This manuscript presents a succession management and planning model for practicing professionals that is based on three key tenets: first, a plan (of some sort) is necessary for corporate resilience and sustainability; second, an organization has in inherent responsibility and need to plan for replacements and prioritize allocation of resources; and third, succession management planning aids in the establishment of organizational resilience and stability amid contingencies. Practical implications – This work examines how, ultimately, succession management and planning is a means to risk/crisis management aimed at reducing gaps and associated problems related to changes among human capital distribution. Social implications – While this work is written with emphasis placed upon managing transition among healthcare organizations and personnel, the information is equally relevant and applicable to a broader audience. In an applied sense, this model provides management professionals with concepts related to orchestrating change at both the individual and organizational levels. Originality/value – While there is a dearth of literature examining succession management in a variety of industries, little information is directed specifically toward healthcare. This manuscript provides concepts related to effective risk mitigation via defined succession management and planning.