Comp 3 Assessment

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Jan 9, 2024

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Comp 3 – Assessment Strategic and Recruitment Plans Abdul Sameer Shaik University of Phoenix MHA: 543: Tackling The Talent War In The Health Sector 01/22/2022 Dr. Melissa Green

Your highest performing and 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. Additionally, there is a major hospital chain in your area that seems to have the first pick recruiting the talent you need. Develop a 3 to 4 page strategic plan that outlines priorities and steps to mitigate the impact of your employee’s rapid departure. Propose a recruitment plan to fill the managerial position. Recruiting a new employee for the managerial position can be time consuming and expensive, particularly if there is no plan in place. With predetermined plan in place, the human resources can direct their resources to a series of strategies that will help with the kind of people you want to hire. You can't hire new employees unless you know exactly what role you need to slot them into. If you've identified a gap in your company's workforce that has been created by someone else's departure, or by the growth and evolution of your organization, that gap needs to be filled by someone who is qualified to meet the demands of that particular role. Before the recruitment process is started, the requirements of the role need to be identified along with outlining the daily responsibilities and goals of each role. Human Resources team and the leadership of the different departments need to ensure that everyone is on the same page and have a thorough understanding of the responsibilities of the role. Next step will be based on the responsibilities, finalizing the job requirements like years of experience, geographic location, and other attributes. The next step will be to identify the costs and budget needed for advertising, recruitment, background checks, and travel expenses of the potential job candidates. Selecting medium for searching the applicants is the next important step, if the candidates can be searched for on LinkedIn, recruiting firms need to be engaged, ads in the newspapers. To keep your recruiting costs down, plan a budget for the year ahead based on the estimates you've done so far. Some of the usual costs include advertising, recruitment tools, career fairs, branding expenses, background checks, and travel expenses. Once the candidates and the resumes are shortlisted, conversations can be started with the prospects in form of initial phone screenings, and scheduling in-person interviews. There are a few ways for employers to start a conversation with prospective candidates. You can also keep in touch with your

prospective employees by using applicant tracking systems. These tools will help streamline the application process and stay organized. The success of recruitment plan comes down to how the candidates are evaluated. Some companies opt for a series of interviews so that they can narrow down candidates and go a little deeper with shortlisted applicants in their second conversation. Others conduct only one interview but ask the candidates to take a short assessment to test their skills or knowledge in a certain area. Final step will be extending an offer letter to the candidate that gets chosen for the job. The recruitment plan should include the contents of the offer letter and the employee benefits and perform further negotiations related to the compensation. Develop a preboarding checklist and an onboarding plan covering an employee’s first 30, 90, and 180 days with performance metrics. A 30, 90, and 180 days plan will be a strategic outline of the job expectations for the new manager over the first six months. The plan clearly communicates training, culture, and expectations to the employee allowing them to easily transition and measure their contribution to the team and company. This plan is a transparent roadmap for the new manager with specific goals, dates, and whom to work with to accomplish these objectives. Having a plan will help new hires have a smoother transition to using company tools, understanding the company processes, and understanding their expectations. Breaking down the new manager’s learning process into 30 or 60 day-increments allows the new manager to focus on learning certain skills at certain times. The first 30 days are the most intensive with training on product and company tools, as well as learning the company culture. As the days progress, processes become more fluid and the employee becomes more independent. The first 30 days is all about learning everything and what the new employee’s responsibilities will be. Knowing the company culture, learn company specific platforms, intranet systems, and complete company specific training classes and learn about the company’s products and clients. Hold weekly one on ones with the employees that report to the new manager, meet the members of the team, start working on projects and build a career development plan with specific goals, metrics, and KPIs. 90 days will focus more on collaboration and taking on more responsibilities. Collaborate with other teams while starting to provide input in the meetings and more often identify issues or

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pain points with the roles and develop plans to address and fix the issues. When the new manager approaches 180 days, plan will be all about independence. As the employee starts taking on more responsibilities and working on bigger projects, they need to be more accountable for their work. Being proactive and become more involved in the company, touch base with employees and schedule team meetings to discuss about goals, metrics, and KPIs. Identify succession plan policies and practices that could be put in place to proactively avoid this situation. Succession planning is grooming mid-level employees to eventually take over higher- level positions. Succession planning starts with proper hiring practices with the goal of choosing candidates that can rise through the ranks as they gain experience. An experienced person from another company might be courted and groomed for an executive-level position. This can be done through the development of skills, company knowledge, and certifications. The training might include having employees cross-train and shadow various positions or jobs in all the major departments. This process can help the person become well rounded and understand the operations within the organization on a granular level. Cross training process can also help identify the employees that are not up to the task of developing multiple skill sets needed perform the duties of different leadership roles. Policies and practices that can be put in place for succession planning to avoid the situation of an experienced manager leaving the company and not any an internal replacement to take the role, are as below. Being proactive with a plan: It is possible for the leaders in the organization to sometimes know well in advance if a hard-to-replace team member is going to leave the company but other times it is not. Policies and practices to handle that situation are first, consider all the key roles on the team and determining what the day-to-day impact of different positions on our company or department? And if the person currently in those positions left, how would that affect our operations? Next practice is pinpointing and identifying the succession candidates. Once the ripple effect of the departure of certain employees might cause is determines, choosing team members who could potentially step into those positions will be next step. Then there needs to be policies in place to train the potential future leaders so they will have all the needed skills if and when the need arises for them to step into the higher roles. While the obvious successor to a role may be

the person who is immediately next in line in the organizational chart, other promising employees cannot be overlooked, who can thrive in higher positions, regardless of their current title. Job rotation can be included in the policies as well. That is a good way to help the candidates gain additional knowledge and experience in different areas. And connecting them with mentors can boost their abilities in the critical area of soft skills. The best leaders have strong communication skills, as well as polished interpersonal abilities, such as empathy and diplomacy. A trial run of succession plan can be run in advance without needing to wait until an employee leaves and them figuring out if the chosen potential replacements have the right skills to assume a more advanced role. This can be done by having potential successors assume some responsibilities of a manager when they leave for a vacation. The employee will gain valuable experience and appreciate the opportunity to shine. And an assessment can be made if they need additional training and development. Integrating succession plan into the hiring strategy is another crucial step. Once the employees are identified as successors for critical roles in the organization, some talent gaps may come into play if tapped. Focus of future recruiting efforts can be directed towards filling those gaps.

References Developing an Employee Recruitment Plan https://www.betterteam.com/developing-an-employee-recruitment-plan Creating a 30/60/90 Day Plan for Onboarding https://www.sterlingcheck.com/blog/2021/05/creating-30-60-90-onboarding-day-plan/ What Is Succession Planning? 7 Steps to Success https://www.roberthalf.com/blog/management-tips/7-steps-to-building-a-succession- plan-for-success

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Comp 3 Assessment

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