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MHA 702 Exam 4 Questions And Verified
Detailed Answers
Succession planning for middle management is Commonly depicted as career planning
Succession planning includes The development of a single, anointed successor to a position Career planning planning often Includes developing multiple candidates for a single position, which tends to create a small group of possible successors
A large group of senior healthcare leaders will Likely retire over the course of several years
Changes in leadership at the top of any organization causes Great stress and uncertainty among employees and members of their governing boards
Organizations that have planned succession at the top are more likely to have smoother transitions in the top positions of their organizations.
Organizations which do not plan for succession development essentially leave the development of their future leaders to happenstance, rather than making a conscious and systematic effort to identify and prepare high-potential individuals to take over and provide the needed leadership.
Healthcare organizations probably have more to gain from Succession planning more effectively compared to other business types
Healthcare has attracted numerous individuals due To its usually stable job environment, and a successful transition of a CEO can help in retaining both the feel and appearance of stability
A recent survey of over 100 healthcare executives that encouraged their organization to pursue succession planning
- The presence of a governing board member or CEO having had a previous succession panning experience
- Having a person within the organization initiate and coordinate the effort
- Recognition of the benefits of succession planning to the organization Most CEO's remain in their position for no longer than 5 years and experts recommend that planning should begin 4 years before a CEO is expected to depart so most hospitals should Begin succession planning within one year of hiring a new CEO Human Resources departments can and at times Step in and be the catalyst for sound succession planning
The trust of the governing board and CEO cannot be bought, but a human resource director can earn and preserve it.
In the long run, succession planning will save money for organizations
CEO search fees can reach 30% or more of the salary of a new CEO for the first year
Grooming an internal person to take over was traditionally considered one of the key elements of for-profit sector succession planning
Once transition has taken place A post-succession evaluation should be done to determine the success of the process
When designing and implementing a succession planning The necessity of including a process that would have promoted diversity and multi-culturalism
One mistake that can be avoided This is believing that succession planning is an event, not process
A succession panning mistake is Failure to anticipate the concerns of key employees who may feel passed over or slighted as potential successors
Numerous Inside Successors Can lead to a contest that can be destructive to the potential successors and the organization
An Organization Must Ensure that the Successor is Provided with The types of developmental opportunities that foster insights and allow needed skills to be acquired and honed
Developmental tasks should be Sufficiently diverse to expose the successor to the entire organization and its departments and operations
Few health care organizations have developed top-level succession plans because The task is invariably overridden by more immediate and pressing issues
Governing boards may not want to talk about succession planning because They do not want to imply loss of confidence in their CEO
Some organizations avoid succession planning because Their governing boards believe that regardless of inside talent, an outside person should be recruited to replace the CEO, and this philosophy is more common in health care organizations
An appropriate succession plan clearly Defines a successor's qualifications, establishes a time frame for the transition, and is tailored to an organization's unique needs
Every position in which someone supervises the work of others should Be backed up in such a way that there will be a person to turn to in case of sudden vacancy
Preparation for management succession should Begin with the lowest level in the hierarchy, that of first line supervisor
A factor often considered when a supervisor is being considered for possible promotion is Whether there is anybody in the department able to assume the duties if this supervisor is promoted
A supervisor who has developed a potential successor who Has failed to invest the time and effort to develop a possible replacement is less likely to be promoted
All healthcare department managers should have a New-employee orientation plan for their own departments
An organization typically offers a general new employee orientation that Addresses common issues
A general orientation addresses such issues as The organization's structure and leadership, employee benefits, the performance appraisal process, the organization's dress code, employee parking, facility security, infection control, and universal precautions
A department orientation should provide An introduction to the people in the department and program areas and to the physical space, equipment, processes, and any other special department policies, as well as on-the-job guidance in getting started doing work for which the new person was hired
Part of a new employee's orientation It may help to appoint a mentor
Any employees fail at their job because They were inappropriately trained, insufficiently oriented or inadequately supported
One way to identify several learning needs is Making a matrix for each job in the department, listing the significant competencies that are needed in columns and the names of employees whose work encompasses those jobs in rows Aside from managers' observations, other obvious signs of performance problems also point to needs as do Tendencies toward recurring mistakes or actions causing complaints that have become
chronic among customers, colleagues, and other parties
A manager's initial assessment of training needs must the be Translated into training objectives
All employees who are expected to learn something deserve to know Why they are learning, and all employees should be advised of specific goals and objectives
Experienced trainers know that employees learn the most when They simultaneously hear and see and do
Employees will more quickly and more accurately Absorb material that applies to their daily work rather than having to learn material that they see as irrelevant
For some employees, the possibility of education of any kind essentially means Going back to school, which renders them resistant to training
Department managers who supervise employees working in comparable positions in terms of job grade or pay scale Have the opportunity to implement cross-training
A department gains considerable flexibility in handling backlogs and covering vacations and illnesses when Employees are cross-trained
No man is or should be absolutely indispensable but The loss or absence of a group's leader when there is no ready backup person can create great inefficiency and inconvenience
Enlightened higher management may well conclude that a supervisor who has paid no attention to developing a potential successor shows Little strength in delegation, a skill that becomes increasingly important as one moves up in an organization
It is the managers job to become aware of training needs and See that these needs are met
Training needs should be addressed on a continuing basis both to assess present circumstances to determine the skills and attitudes that must be adopted or improved to meet current needs, and to attempt to determine future needs based on trends that appear to be coming during the next 1 to 2 years
When directing training and development activities, HR may advise Involving managers and employees in developing training agenda and determining program content
Human Resources concerns with the present jobs and needs first, then Looks to the future, focusing primarily on behavior, in the belief that if skills are appropriately implanted or modified, then proper attitudes will follow
When assessing training efforts HR will
Try to determine whether needs assessments that were conducted were accurate, whether targeted skills have been learned and incorporated in new behaviors, and whether employee attitudes appear to have been modified
Identifying, locating, and recruiting new employees is A never-ending activity for human resources
What is the most pertinent law to consider when hiring an employee Title VII on the Civil Rights Act of 1964
Initially the department manager provides an approved personnel requisition to HR The requisition may specify replacement for an employee or it may request an employee to fill a position that did not previously exist
If a request is for a new employee who represents an addition to a department's workforce The department manager will be expected to go through a justification process to secure approval for the added position form higher management
For a new or additional position, HR will Not be able to recruit without approval from higher management
Human Resources will expect a requisition if It is to replace a retiring employee or person who has been discharged, because HR will have been involved in processing the retirement or the discharge
A department manager or direct supervisor usually has the responsibility to provide
HR must handle all Reference information, checking applicant references as well as answering reference requests from other employers
Judgements have No place in exchanging reference information
Subjective statements can always Be challanges because they cannot be rendered as absolute, objective truths
All reference requests should be Answered impersonally and directly from the record
Many employers fear being sued by an Unsuccessful candidate who feels a job opportunity was lost because of comments received from a reference
Negligent hiring can occur when An applicant's references are not checked before extending an offer to hire
Where the past employer had appropriate and documented knowledge of a significant problem and Failed to disclose that information when requested, the former employer may face legal action by the new employer
Legal actions related to negligent hiring are Not nearly as common as those involving defamation, but negligent hiring cases tend to be considerably more serious and decidedly more expensive
Organizations are usually fairly safe in answering reference requests with Documented truth from the personnel record, as long as what is said is pertinent in assessing the person for the job being sought, and as long as the information is not conveyed with malicious intent
Even if no HR department exists Reference requests should still be centrally addressed
Most commonly jobs are Posted to online job sites
A considerable portion of the better-paying jobs Are filled through netwroking
Serious job seekers are advised to Carry a supply of business cards and several copies of their resume at all time
What are the six ways to search for a candidate Advertising, networking, job fairs, recruiting trips, search firms, the internet
Employers network to find people for particular jobs Recruiters join meetings and conferences and conventions, and other groups of people working in the occupation of interest and actively develop networks of potential applicants
Job fairs are groups of employers that are
supply in an area is scarce
Salary bumping takes place when A group of employees of one company demand more pay
The group or the advocate demands better wages for practitioners of the occupation Citing allegedly better wages elsewhere in the locality and revealing the concern that these better-paying employers are going to lose away some members
Salary bumping merely Increases cost to all employers in the locality during a time when the shortage persists
Some professional employees conduct themselves as free agents They act as if taking their availability to switch companies for what may be a better deal
Free-agent workers are on the increase Among people trained in jobs that continue to be in short supply
Recruiting gets tougher during Times of low unemployment
When employees in certain skills become scarcer to locate or recruit, the experts who are in demand can pick and choose their employer, this is referred to as A seller's market
A hospital providing an internship experience
May find the students willing to return as employees after graduation
Signing bonuses have been used As incentives during periods of employee shortage
Employee referral programs are Finder's fee or bounty, paid to the person making the referral when a new candidate is then hired to fill a vacancy
An employee referral program can save money when Compared with the costs of advertising, a signing bonus and finder's fee together add up to less than the cost of a modestly sized display ad
A manager's leadership style and treatment of employees Set the tone for the department and help to create a particular image for that work group
Employees are often an organization's Most effective recruiters
