Recruitment and Succession Plan

Assume your highest performing tenured manager of a 20-person department unexpectedly submitted her 2 weeks’ notice. Your next most tenured employee in the department has only 2 years of experience and is not ready to assume the position at this time. Additionally, there is a major health care organization in your area that seems to have the first pick when recruiting the talent you really need. The executive team for your organization has asked you to address this situation.

Develop a 1050 – 1400 word strategic succession plan that addresses the following:

• Priorities and steps to mitigate the impact of your employee’s rapid departure

• A proposed recruitment plan to fill the managerial position

• A preboarding checklist and onboarding plan covering an employee’s first 30, 90, and 180 days with performance metrics

• Succession plan policies and practices that could be put in place to proactively avoid this situation

• How the proposed plan aligns with current trends in the health care industry

Cite at least 3 reputable references to support your assignment (e.g., trade or industry publications, government or agency websites, scholarly works, or other sources of similar quality).


Recruitment and Succession Plan

Succession planning in an organization is identifying the most critical positions and developing an action plan of how other individuals, either in or out of the organization, would assume the roles and fill these critical positions if they are to become vacant. The process involves creating a talent pipeline and preparing potential employees and leaders so that the organization does not suffer major disruptions and can move forward when individuals in high positions resign or suffer health emergencies. Since anything might happen, executive and human resource teams should always have a ready recruitment and succession plan. The focus of this essay is to present a strategic succession plan, assuming a high-tenured manager of a 20-person department will unexpectedly reassign in 2 weeks, and the next most tenured employee is not ready to assume the next position. The strategic succession plan will entail the steps to mitigate the impact of the employee’s departure, proposed recruitment plan, preboarding checklist and onboarding plan, succession plan policies, and how the proposed plan aligns with current trends in healthcare.

Priorities and Strategies to Mitigate the Impact of the Employee’s Rapid Departure

The departure of high-position employees usually leaves a considerable gap and a burden to the department, the organization, and the human resource management team in the quest t recruit another employee to occupy the vacancy. The fact that the employee, in this case, is the highest performing tenured manager of a 20-person department, and the resigning notice she provided is short, her departure might significantly impact the department and the entire organization, especially if the issue is not acted upon as soon as possible.

Some of the impacts of the employee’s rapid departure may include decreased productivity, performance, and outcomes, increased costs, and a negative impact on co-workers’ morale. Every manager or employee has a unique talent, role, and skill display vital to the institution’s productivity. Their departure may lead to decreased department performance and reduced performance and outcomes. The organization will also incur additional costs as the human resource team embarks on recruiting and training new employees. Additionally, co-workers may negatively impact morale, as they may feel like their efforts and contribution are not valued, given that one of them just resigned.

The strategies and priorities required to mitigate this impact include tracking available skills in the organization using a skills matrix, picking up speed in recruitment and succession, and immediately developing a job description for the vacant post. Tracking available skills in the organization is the most important priority, which can be done even without any employee departing. According to Deller (2023), skills tracking using the skills matrix helps the human resource team identify the skills already available in the organization and whether various employees are suitable to fill higher positions. The priority can be used to mitigate the impact of a high-position employee’s departure since the team will select the best-suited employee to fill the position and complete tasks that cannot be put on hold. The immediate strategies to mitigate the impact of the departure are picking up speed in recruitment and succession and developing a job description to begin looking for the next best fit as soon as possible.

Proposed Recruitment Plan

According to Pessach et al. (2020), a recruitment plan is a framework used by the recruitment team and is supposed to be followed throughout the hiring process. The proposed recruitment plan to fill the managerial position will include the timeframes, job description, marketing, shortlisting of potential candidates, interviews and selection of the best candidate, and hiring and onboarding. The entire plan will take a maximum of four weeks, after which the selected candidate will begin working on the fifth week. This timeframe ensures that each step is undertaken diligently and the recruitment team can select the best skill set for the managerial position.

Abelsen et al. (2020) note that managerial positions have critical roles; thus, the recruitment team cannot just rush into hiring any individual to fill the positions. First and foremost, the recruitment team will be selected in week one and carefully develop a job description for the post. It is worth noting that job descriptions may change over time. Thus it is essential to create a new job description, including all the roles the departing manager played. In the second week, the team will embark on marketing by selecting channels and advertising the vacant post and the job description. Potential and interested candidates will be given a maximum of two weeks to complete their application, after which the team will shortlist candidates for the interviews. Interviews will be conducted by the end of week four, and the selected candidate will be taken through the onboarding process.

Preboarding Checklist and Onboarding Plan

Preboarding is the period between when a new hire accepts the job offer and the first day of reporting to the workstation, which is aimed at fostering and enhancing a consistent and positive experience for the new employee. The preboarding checklist that will be used for the new manager will include; informing the workforce in the particular department, submitting onboarding documents to the department, sending a welcome mail, preparing the office space and equipment, preparing for training, and arranging training materials.

An onboarding plan that will be used to guide the manager will also include performance metrics for the new manager’s first 30, 90, and 180 days as follows. The overall goal of the onboarding process is to ensure that the manager adapts effectively to the organization and the culture, can socialize with other employees, and play their role to help the organization get back on track. The first month will mainly entail onboarding training, settling in, and orientation. The senior manager will be in charge of the training. The performance metric used in the first 30-day period assesses whether the new manager complies with the organizational culture and rules. Within the end of the first three months, the new manager will be given tasks that require them to work with the other staff in their department, which will be assessed using the manager’s ability to connect with others and work with a team. As time progresses, the manager will be entrusted to lead and collaborate with interprofessional teams within and outside the department. The performance metric that will be used at the end of the 180 days is the success of the projects involving interprofessional teams.

Succession Plan Policies and Practices

The organization can proactively implement succession plan policies and practices to avoid rapid departure situations. These succession plan policies and practices include promoting career advancement and training of employees, developing a succession management policy, and ensuring organizational continuity by preparing employees to assume critical roles. Regular training, staff development, and continuing education activities help prepare employees to maintain career development and improve competence, enabling them to assume higher roles when other employees depart. A succession management policy should also be developed, encouraging employees to give resignation notices in advance. Training and skills assessment will also ensure the continuity of the organization’s operations, even when critical positions are vacant.

The Proposed Plan’s Alignment to Current Trends

The proposed succession plan perfectly aligns with the current trends in the healthcare industry. The current trends in the healthcare industry include workforce diversity, striving to get the best talent and skillset, training and experience (Zhang et al.,2020). Similarly, the proposed succession plan ensures that the current employees are trained to assume higher roles. A skills assessment will also be used to keep track of the best skillset and talents to assume the role. Additionally, the recruitment industry will be keenly conducted to ensure the best candidates are selected.


Recruitment and succession planning is an essential considerations in healthcare institutions and organizations. The strategies to address the impact of a high-position employee’s departure include skills assessment/tracking, quick succession and recruitment. Policies and practices should be developed to enhance swift succession, preboarding, and onboarding of new employees. The process should consider current trends in the industry.


Abelsen, B., Strasser, R., Heaney, D., Berggren, P., Sigurðsson, S., Brandstorp, H.,Masson, A., Claire, S. & Nicoll, P. (2020). Plan, recruit, retain: a framework for local healthcare organizations to achieve a stable remote rural workforce. Human Resources For Health18(1), 1-10.

Deller, C. (2023). Beyond Performance: Does Assessed Potential Matter to Employees’ Voluntary Departure Decisions? Journal of Accounting Research.

Pessach, D., Singer, G., Avrahami, D., Ben-Gal, H. C., Shmueli, E., & Ben-Gal, I. (2020). Employees recruitment: A prescriptive analytics approach via machine learning and mathematical programming. Decision Support Systems134, 113290.

Zhang, X., Lin, D., Pforsich, H., & Lin, V. W. (2020). Physician workforce in the United States of America: forecasting nationwide shortages. Human Resources For Health18(1), 8.

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