Mentoring and Succession Plan
HCA 817 Module 7 Mentoring and Succession Plan
Details:
Preparation for sustainability is critical in the health care industry. For an organization to be sustainable, leaders must think beyond their individual tenure in the organization and strategically develop succession plans to assure the sustainability of the organization, allowing the leader to move on and leave a legacy. To plan meaningfully, leaders must identify high-performers and challenge them to innovate, and they must develop under performers to acceptable levels of performance. Guidelines for mentoring may vary from person to person and organization to organization. Together, though, the deliberate mentoring of both over- and under-achieving performers assures that quality of care is continuously improving. In this assignment, you will propose a research-based succession and mentoring plan that creates a culture that allows the organization to function well with or without the current leader and allows all members to rise together passing along to the next generation gains in quality and safety and making the organization sustainable.
General Requirements:
Use the following information to ensure successful completion of the assignment:
• Instructors will be using a grading rubric to grade the assignments. It is recommended that learners review the rubric prior to beginning the assignment in order to become familiar with the assignment criteria and expectations for successful completion of the assignment.
• Doctoral learners are required to use APA style for their writing assignments. The APA Style Guide is located in the Student Success Center.
• This assignment requires that at least two additional scholarly research sources related to this topic, and at least one in-text citation from each source be included.
• You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center.
Directions:
Identify the role of an organizational leader in a heath care setting. This may be your current role or a desired role.
Create a research-based succession and mentoring plan (2,000-2,250 words) for the role you have identified. Include the following in your plan:
1. A brief overview of the role and setting for which the plan is being created. Be sure not to include information that would identify the organization.
2. A description of the succession plan for the cases in which the leader retires, resigns, or is forced to resign. How do the different cases alter the plan, if at all?
3. A description of the mentoring required for the succession plan described above to be effective. How are underperformers brought along and over-performers challenged?
4. A summary indicating how the plan will foster sustainability of the organization and its strides toward improved quality and safety.
Mentoring and Succession Plan
Introduction
Mentoring is an excellent way to build your career, but it can be hard to find the right mentor. Fortunately, there are some tips and tricks that can help you make that connection. In this post we’ll cover everything from setting up a mentoring program and making sure everyone’s on the same page about what success looks like for both mentors and mentees alike!
Develop a mission statement
The first step to creating a successful plan is setting your goals. While it’s important to be realistic and ambitious, it’s also important that you stay focused on the task at hand. Don’t worry about what other people’s goals are; instead, focus on your own needs and desires.
If you’re a fitness professional looking for mentorship opportunities or if you could benefit from an internship or apprenticeship program in your area of expertise (or even if these things aren’t quite right for you), then take time out of your schedule to think about what would make sense for both parties involved in this process: You have a dream job that pays well but requires long hours of work; someone else wants something different from theirs but doesn’t have any experience working at an office environment yet either!
Decide on a structure or model for your mentoring program
You can structure your mentoring program in a variety of ways. One option is to start with one-on-one relationships, but you may want to consider doing this only if there are no other mentors available. Another option is group mentoring, where multiple mentors work together with one student at a time. If your organization has more than two people who could be mentors and they aren’t already committed to taking on new students, another option is having only one person per student serve as their guide through the program—but this will limit how much time each person has for them!
Mentorships are voluntary and confidential; participants do not have to disclose their relationship with their mentor(s), regardless of whether or not it’s public knowledge within the department or organization where they work. Mentorships can last anywhere from three months (for those who need more time) all the way down until graduation day itself—but most often last about six months; this gives students plenty of time before moving onto their next role within an organization after graduation!
Determine the scope of your program
The scope of your program can be defined by a number of factors, including:
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Number of mentors. If you plan on having one or two mentors, then it’s easiest to define the scope by number. If you want to have more than two mentors, however, there are several ways to do this—and some may be better suited for your organization than others.
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Types of mentees (e.g., beginners vs experienced). You may also want to consider whether or not mentees would prefer being paired with an expert in their field versus someone who is more novice but still has experience at teaching others how they work best (or vice versa).
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Geographic area(s) where participants will come from; these could include local communities within your own state/province; regions outside of it (e.g., Canada or Mexico); countries such as Australia which don’t border another country but instead share borders with multiple other nations nearby; etcetera…
Determine eligibility requirements
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The mentee must be a current employee.
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The mentee must have at least one year of experience.
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The mentor and the mentee must both agree on the skills needed for this program, and they must have completed the required training before starting their relationship.
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If you’re interested in becoming a mentor, you’ll need to complete an application form that asks about your schedule availability, including the number of hours per week that you can commit (or “make available”) each day during your workday/weekend when mentoring occurs.* Once accepted into our program, you’ll be asked to sign an agreement stating that we will not interfere with any other commitments outside of ours; if there are conflicts between these commitments or our expectations for what kind of time commitment should be made during those two different times—for example: someone who has children who attend school full-time may want more flexibility than someone who does not have kids yet but wants them someday—then we will work together as partners until such time when those individuals feel comfortable enough working out another arrangement together outside family life itself
Set up a process for mentee/mentor matching
You should also set up a process for matching mentee and mentor. The process should be based on their interests, goals, personalities and needs.
When you’re looking to find a mentor or mentee match:
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Look at the person’s resume. If they have an impressive background in finance or marketing, then it’s likely that they’d be good at teaching you about those topics as well!
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Talk with them about their experience level (e.g., “How long have you been working in X field?”). If someone has only recently started working in your industry but seems eager to learn more about what it takes to succeed there—especially if they are younger than yourself—you might want them as your guide!
Consider setting learning goals
Setting learning goals is a great way to help you stay focused on improving your skills and knowledge. Learning goals help you break down the big picture into smaller pieces, which allows you to focus on what’s most important and get better at it.
Learning goals are different from performance goals, which are usually tied to specific tasks or projects that need to be completed by a certain date. These can be very useful for helping people understand why they should care about their work and how it relates to others’ work in their organization or department at large, but they won’t necessarily help them learn anything new.
Create partnership agreements and timelines for your mentorships
Now that you’ve chosen a mentor, it’s time to set some ground rules for the relationship. Here are some things your mentee and mentor should agree on:
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How often they will meet (e.g., monthly or weekly)
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What they will do together (e.g., attend networking events, attend workshops together)
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How long their relationship will last
Create techniques for evaluating success of the program [Optional]
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Define success: What will be the result of your program?
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Define metrics to measure success: What are the key indicators that indicate you have achieved your goal, and what does it mean when one or more of these indicators is not met?
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Define timeline for measuring success: How many months/years will it take to achieve your desired outcome? Can you estimate how long this process will take based on current conditions, or do you need some additional information (i.e., market conditions)?
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Define reporting requirements: Who needs access to reports from this program, and when should they receive them? Will there be any restrictions on who can see what data points are available in a given report—and why did those restrictions come into play here instead of elsewhere in your organization’s processes?
Conclusion
Once you have established your mentorship program, it is important to monitor its success over time. Consider setting goals for how many new students will apply for the program each year and how many will be accepted into it. You may also want to develop techniques for evaluating whether or not your mentorship program has been successful!
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