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2024 Nursing Affairs Succession Planning NURSING AFFAIRS SUCCESSION PLANNING 2024 -2025 DR. KATHY ANN SIENKO Nursing Affairs Succession Planning Table of Contents 1. Definitions:………………………………………………………………………………………………………………………. 1.1 Succession Planning: ……………………………………………………………………………………………………….. 1.2 Mentorship: …………………………………………………………………………………………………………………… 1.3 Coaching ………………………………………………………………………………………………………………………… 1.4 Development………………………………………………………………………………………………………………….. 1.5 Support………………………………………………………………………………………………………………………….. 2. Objectives: ………………………………………………………………………………………………………………………. 3. Goals: ……………………………………………………………………………………………………………………………… 4. Components of criticality:………………………………………………………………………………………………….. 5. Critical Leadership Roles that Require Succession ………………………………………………………………… 5.1 What is the competency map for each of these roles? ……………………………………………………….. • 5.1.1 EDNA ……………………………………………………………………………………………………………….. • 5.1.2 DEDNA ……………………………………………………………………………………………………………… • 5.1.3 AEDNA ……………………………………………………………………………………………………………… • 5.1.4 Program Director ………………………………………………………………………………………………. • 5.1.5 Head Nurse……………………………………………………………………………………………………….. • 4.1.6 Specialized Roles ……………………………………………………………………………………………….. 6. Eligibility Criteria: ……………………………………………………………………………………………………………… 7. Competencies: …………………………………………………………………………………………………………………. 6. Strategy and Process: ……………………………………………………………………………………………………….. 6.1 Individual Responsibility: …………………………………………………………………………………………………. 6.1.1 Before Application ……………………………………………………………………………………………………. 6.1.2 Upon joining the succession plan program:………………………………………………………………….. 7. Mentors: …………………………………………………………………………………………………………………………. 8. Selection …………………………………………………………………………………………………………………………. 9. Role of Succession Planning and Mentorship Nursing Committee ………………………………………….. 10. Succession planning Pool: ………………………………………………………………………………………………….. 11. Resources: ……………………………………………………………………………………………………………………….. 12. Barriers to Success: …………………………………………………………………………………………………………… Nursing Affairs Succession Planning 1. Definitions: 1.1 Succession Planning: Succession planning is a process of selecting and developing key talented individuals to ensure business and critical role continuity. It is a systematic and deliberate plan to identify and develop high- potential performers to advance their careers, knowledge, and personal mastery of skills in leadership, management and technical aspects of the business through coaching, mentoring, development and support. Succession planning is a strategic process involving identification, development, and evaluation of intellectual capital, ensuring leadership continuity within an organization (Magnet Application Manual 2023). 1.2 Mentorship: A relationship-based process through which a mentor, who is more experienced, provides career guidance and support to a less experienced individual. Mentoring can include providing information, advice, support, and ideas. Typically, mentors and mentees have long-lasting relationships (Magnet Application Manual 2023). 1.3 Coaching a human development process that involves structured, focused interaction and the use of appropriate strategies, tools and techniques to promote desirable and sustainable change for the benefit of the coaches and potentially for all stakeholders’ (Cox et al., 2010, p. 1). 1.4 Development: Development includes activities that improve awareness and identity, develop talents and potential, build human capital and promote employability, enhance quality of life and contribute to the realization of personal dreams and aspirations. Believing in personal growth and improvement referred to as a growth mindset, can have a positive impact of achieving goals. 1.5 Support: Support is a system for enhancing knowledge, skills, and attitudes of an individual so that they can improve achievement. The provision of support is purposeful and intentional, ongoing, and systemic. It has clear, worthwhile, and measurable goals. Support maybe provided on a one to one basis or through a group or team. 2. Objectives: To create a transparent framework for succession planning across Nursing Affairs to meet the goals of talent management and continuity of service. 3. Goals: • Define vital and critical roles and positions that require succession planning. • Develop an action plan to prepare the successors. • Identify mentors/coaches to support the succession framework. • Ensure that those being prepared for key roles understand and live the organization’s culture, strategy and goals. Nursing Affairs Succession Planning 4. Components of criticality: Key position identification (Based on Five elements: Impact, Skill Scarcity, Disengagement Outlook, Recruitment Feedback, and Operational Needs. • Impact: A vacancy would immediately impact business • Skill Scarcity: Role requires specialized skills or knowledge • Disengagement Outlook: The depart will negatively create disengaging outlook • Recruitment Feedback: Assess candidates’ potential for future leadership roles aiding in strategic talent development. • Operational Needs: such as expansion, introduction of new services, or changes in organizational structure. 5. Critical Leadership Roles that Require Succession 5.1 What is the competency map for each of these roles? • • • • • • 6. 5.1.1 EDNA (Communication and Relationship Building, Leadership, Professionalism, Business Skills and Principles, Knowledge of Healthcare Environment, Executive Presence) Appendix A 5.1.2 DEDNA (Communication and Relationship Building, Leadership, Professionalism, Business Skills and Principles, Knowledge of Healthcare Environment, Executive Presence) Appendix A 5.1.3 AEDNA (Communication and Relationship Building, Leadership, Professionalism, Business Skills and Principles, Knowledge of Healthcare Environment) Appendix A 5.1.4 Program Director (Creating High Performance Culture, Immunity Change, Reflective Practice, Influence and Executive Presence, Team Building and fostering Trust) Appendix B 5.1.5 Head Nurse. (Business Skills and Principles, Leadership, Communication and Relationship) Appendix B 4.1.6 Specialized Roles including APNs (Executive leadership, Clinical Instruction, Problem Solving, Improving Patient Outcomes, Improving Nursing Practice, Communication, Collaboration, Quality & Safety, Technology & Patient Advocacy), Technology, Staffing and Scheduling, Research (Individualized map for each role). Eligibility Criteria: • • • • • • All Nursing roles (up to EDNA) EPM Score: 3.75 and above. Employed for 3 years and above at KFSHRC with intention to stay. No Warning Letters in the past 3 years of service Line manager support and ability to be released during training and other development activities. Participated in unit, departmental or organizational activities and initiatives Nursing Affairs Succession Planning 7. Competencies: • • 6. Based on the role / JD (AONE, AONL, Job Description and Employee Performance Management) Strategy and Process: 6.1 Individual Responsibility: 6.1.1 Before Application • • • Complete the Career Assessment Clinic visit and plan. Attendance at a career clinic provides the opportunity, time and personal space for individual to engage in purposeful reflection of aspirations and goals. Within the career clinic strategies and plans to achieve personal goals are identified, timelines and outcomes identified along with establishing personal commitment to take responsibility for goal achievement. o Executive leaders can participate in the clinic/consultation, with senior staff members being the ones to interact with and assess them during the sessions. The identification of participants for the career assessment clinic/consultation will be based on the candidates selected through the initial process. Professional Story: This is a story to provide insight about the applicant’s journey in both personal and work leadership. It is not just about their career; it is about the experiences that have shaped how they work and who they are as a person. Applicant Resume. 6.1.2 Upon joining the succession plan program: • • • 7. Complete identified self-assessment Appendix G Prepare personal and professional Electronic portfolio – A portfolio provides a repository of documents, which reflect the achievements of an individual. An electronic portfolio represents a digital online portfolio to record, store and archive of text, graphic or multimedia elements reflecting personal achievement or mastery of a field of practice. o Training sessions provided by NDS & PDC for the candidates selected in the succession-planning program on E-Portfolio. Executing an acknowledgment letter post-acceptance involves delineating individual responsibilities. This document is intended to outline roles, responsibilities, and expectations. Appendix D Mentors: • • • Identifying interested mentors based on the mentor selection criteria for each program/level Appendix E THE MENTORSHIP IPP Update the Nursing affairs mentors list periodically. See Appendix F THE MENTORSHIP IPP Development and training (Courses by NDS in iLearn , Self-modules, Certifications and Reading materials) Nursing Affairs Succession Planning 8. Selection Screening: Candidate selection (e.g. Advanced Academic Qualification, Professional Qualification/ certification, Experience, Management Exposure, Performance History, Portfolio and CV. Interview. 9. Role of Succession Planning and Mentorship Nursing Committee 10. Succession planning Pool: To promote personal and professional development, nurses in the leadership program should be mentored and coached. Those who successfully complete the program would enter a pool of individuals prepared to assume leadership roles as they become available. See Appendix 11. Resources: AONL Leader2Leader community/Mentorship Succession planning guide 12. Barriers to Success: ✓ lack of role clarity, an ever-changing environment and limited resources ✓ Potential successors have difficulty finding time away from their patient care to learn and acquire leadership skills ✓ Limited Resources (e.g. Staffing, Budget for Certifications and courses) ✓ Resistance from current nursing leaders to share their knowledge and experiences with potential successors is a major succession planning constraint
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