Mitigating Impact of Employees’ Rapid Departure

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.

Develop a 3- to 4-page strategic plan that outlines priorities and steps to mitigate the impact of your employees’ rapid departure.

  • Propose a recruitment plan to fill the managerial position.
  • Develop a pre-boarding checklist and an onboarding plan covering an employee’s first 30, 90, and 180 days with performance metrics.
  • Identify policies and practices that could have been put in place to proactively avoid this situation.

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Strategic Plan to Mitigate Impact of Employees’ Rapid Departure

Today, healthcare organizations operate in a highly competitive arena. This environment is typically characterized by numerous unforeseen circumstances posing an existential threat to their standing among contemporaries. The two week notice recently submitted by one of the most competent tenured managers in our organization is testament to this enduring challenge.  It is, therefore, fundamental to develop an applicable strategic plan outlining principal priorities in this particular scenario and key steps to mitigate the adverse effects of the tenured manager’s unexpected departure.

Handling Employee Departure

            The departure of any given employee is a common feature of today’s workplace environment. However, it is particularly challenging when a highly valued employee departs for the organization is left contending with an impending gap in much-needed expertise.  It is, thus, essential to develop a suitable contingency plan to address such scenarios in order to avoid plunging an organization into sheer chaos. Such efforts are chiefly essential in preventing any negative outcomes that may impact the capability of employees and the organization in question.

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            The tenured manager’s plan to depart from the organization will have an immediate impression on their subordinate staff. This is mainly due to the fact that their absence may force responsible employees to step in owing to the presence of numerous management roles within this docket. Although their intentions may be noble, their productivity will be heavily affected by this single action of taking on additional roles; ultimately reducing their delivery scores. Furthermore, they will now be prone to experiencing regular burnouts due to their workload which may have a negative effect on their sense of fulfillment at work. Filling this vacant managerial position is, thus, of the utmost importance to identify the right individual with the appropriate credentials to coordinate activities within the department.

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            The strategic management of employee departure should always begin with designing fundamental strategies for employee recruitment and the accompanying retention. A qualification-based system for appointing managers should always be applied with the aim of making certain that persons with the appropriate profiles recruited. This should also be accompanied by a thorough needs assessment to determine specific organizational requirements. The Human Resource Department (HRD) should expand its scope during the recruitment process and aim to identify qualified individuals within and without. This strategy significantly improves the chances that the right individual will be selected for a managerial post, resulting in cumulative benefits for the organization (Kessler, 2015). The HRD should also consult upper management with the aim of providing a lucrative remuneration package to qualified applicants, especially given that other firms will be striving to recruit the same individuals. However, this should be done after making informed considerations of its financial capabilities and the impact that such a salary would have on its coffers. The recruitment process should be conducted after making preparing a public advertisement for the position to ensure uniquely qualified experts are not locked out from the process.

            The appraisal and evaluation of employees using performance metrics will also go a long way in boosting the overall productivity within the organization. It is through this process that high achievers will be identified with the primary aim of informing the ultimate decision on specific employees to maintain. The staff specification in this case should entail:

  • Meeting minimum educational threshold for consideration during recruitment.
  • A general inclination to undergo further training as part of capacity building

It is also noteworthy to acknowledge that reliance on workplace specifications and onboard planning will also play a major role in ensuring organizational goals are realized. Quantifiable metrics will, thus, play a central role in ensuring an accurate assessment is made at any given point with the following checklist during evaluation:

  • Overall participation within the workplace environment.
  • Efficacy of individual employees.
  • Observance of rules and regulations.
  • Dedication to high quality standards.

Proper identification of the metrics identified above will go a long way in making certain that there is an overall reduction in the attrition rate which will guarantee success for all those involved. Thus, it is imperative to adopt an appropriate employee retention scheme using the following strategies:

  • Identifying and hiring the right individuals for the job who will later be retained within the overall organizational structure.
  • Offering continual guidance to newly selected recruits to make certain they settle well and are now able to discharge their duties diligently.
  • Regular employee appraisal.
  • The formulation of a growth plan to guide employees.

The confusion caused by the sudden departure of key employees within an organization can be averted through appropriate strategic planning policies. Organizations should first look internally for qualified picks during transfers to vacant positions.  They should also actively participate in initiatives that striving to identify some of the most qualified applicants, both internally and externally, with a lucrative pay as a key incentive (Beil-Hildebrand, 2011). Individuals selected for key positions should also prepare to participate in capacity building initiatives with the sole aim of furthering their training to improve key managerial skills. Furthermore, it is necessary to implement policies such as granting requests to employees while providing a unique opportunity for upward mobility, and teambuilding activities to foster a spirit of camaraderie amongst staff.

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