Your highest performing and tenured manager of a 20-person department unexpectedly submitted their two weeks’ notice. Your next-most tenured employee in the department has only 2 years of experience. Additionally, there is a major hospital chain in your area that seems to have the first pick recruiting the talent you need.
1. Develop a 3- to 4-page strategic plan that outlines priorities and steps to mitigate the impact of your employees’ rapid departure.
2. Propose a recruitment plan to fill the managerial position.
3. Develop a pre-boarding checklist and an onboarding plan covering an employee’s first 30, 90, and 180 days with performance metrics.
4. Identify policies and practices that could have been put in place to proactively avoid this situation.
Cite at least 3 reputable references to support (e.g., trade or industry publications, government or agency websites, scholarly works, or other sources of similar quality).
Format APA guidelines.
Expert Solution Preview
Introduction:
The unexpected departure of a high-performing and tenured manager can render a setback to organizational operations and performance. In an industry like healthcare, where talent acquisition and retention can pose significant challenges, losing a skilled employee can be costly. This response presents a strategic plan for mitigating the impact of employees’ rapid departure, a recruitment plan for filling the managerial position, a pre-boarding checklist, an onboarding plan, and policies/practices that could have been put in place to proactively avoid this situation.
1. Strategic Plan:
The following priorities and steps can be taken to mitigate the impact of employees’ rapid departure:
a) Identify the essential functions of the department and delegate responsibilities accordingly to employees with the necessary skills and expertise.
b) Schedule training sessions to cross-train employees in different areas, creating a more robust workforce capable of covering multiple functions.
c) Conduct a thorough organizational restructuring aimed at enhancing efficiency, creating redundancies, and reducing the dependency on specific individuals.
d) Utilize interim managers to fill any gaps in leadership until a new manager is recruited.
e) Increase employee engagement and provide support through employee retention and recognition programs, team-building activities, and communication channels that encourage employee feedback.
2. Recruitment Plan:
The following recruitment plan can be adopted to fill the managerial position:
a) Define the job requirements, qualifications and preferences, experience, and skill sets for the position.
b) Develop an effective job description and post it on relevant recruitment channels, including social media, industry-specific job boards, and the hospital website.
c) Utilize employee referrals and online recruitment tools to locate candidates in the targeted geographic area.
d) Conduct pre-screening interviews to shortlist candidates for the managerial position.
e) Conduct thorough background checks, reference checks and require relevant certification, license, and experience verification.
f) Conduct final interviews, select the most suitable candidate, and make an offer.
3. Pre-boarding Checklist and Onboarding Plan:
The following pre-boarding checklist and onboarding plan, covering an employee’s first 30, 90, and 180 days, can ensure a smooth transition and enhance employee productivity:
a) Pre-boarding Checklist:
– Send a welcome letter and introduction to the employee’s team, immediate supervisor, and other departmental heads.
– Send login credentials for the hospital’s online platforms and email account.
– Send any relevant documents for signature and completion.
– Send a departmental handbook and any other relevant training manuals.
– Schedule time for a departmental introduction, facility tour, and cross-functional training.
b) Onboarding Plan:
– First 30 days: Clarify performance objectives and expectations, provide orientation to the department, schedule meetings with the team, and provide feedback on performance.
– Next 60 days: More intensive training, focused on developing proficiency in the managerial position, provide guidance on performance, support growth and development.
– Final 90 days: Encourage independent decision-making and leadership, increase accountability, and provide coaching on soft skills and other areas for development.
4. Policies and Practices:
The following policies and practices can be put in place proactively to avoid this situation:
a) Develop a succession plan, outlining the leadership pipeline for the department.
b) Develop clear job descriptions and conduct regular performance evaluations.
c) Develop a competitive retention policy that includes salary, benefits, and opportunities for professional development.
d) Conduct regular employee engagement surveys to identify employee needs and areas for improvement.
e) Develop cross-training programs to enhance workforce flexibility and redundancy.
References:
Collins, J. C. (2001). Good to great: Why some companies make the leap and others don’t. Random House.
Griffin, R. W., & Moorhead, G. (2011). Organizational behavior. Cengage Learning.
SHRM. (2021). Recruitment. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/recruiting.aspx
