Generational knowledge transfer and retention strategies

PurposeThis study reviews strategies organizational leaders and human resource practitioners can deploy to develop knowledge transfer and retention succession planning strategies for older employees to mitigate generational organizational knowledge loss prior to retirement.Design/methodology/approachThis study used a questionnaire with 28 baby boomer employees and leaders of baby boomers at a large federal agency. Purposive and snowball sampling techniques were used. Questions asked participants about knowledge transfer, retention strategies and how challenges to counter baby boomer knowledge loss are addressed in the workplace.FindingsDevelop succession plans using standard operating procedures and job aids to reduce knowledge loss and enhance retention. Deploy hands-on training to share historical knowledge, enhance relationship building, mentoring programs, cross-training opportunities, retention incentives and document process improvement. The strategies are supported by organizational learning and knowledge management theories.Originality/valueThis study contributes to organizational leaders' and human resource practitioners' knowledge transfer and retention succession planning strategies to counter generational knowledge loss.

"This Is Where We Have Scored”: Exploring the Interface between Project and Institutional Sustainability Facilitated by a Faith-Based Development Organisation in Sierra Leone

This paper explores the issue of project sustainability through an analysis of the experiences of a Faith-Based Development Organisation (FBDO) in Bo, Sierra Leone. The FBDO in question was approached by members of their local Catholic Women Association (CWA) to help them with the planning and management of a farm that had been donated to them by a chief. They agreed to this, and a series of workshops were held in June 2014, along with follow-up discussions with local experts and businesses as to what could be done to help support the women in their endeavour. Amongst other priorities, the women identified the need for the farm to produce food, income and help with their development. However, an outbreak of the Ebola virus that occurred between 2014 and 2016, following as it did on the back of an 11-year (1991–2002) civil war in Sierra Leone, led to a re-evaluation of the farm project in the eyes of the FBDO as they decided to shift to earlier priorities in education and health care. Given the constraints regarding resources and personnel, community projects, such as the CWA farm project, became of much lesser importance even though it resonated strongly with the goals of the FBDO and government, and had garnered much support amongst international donors. The paper sets out that story, beginning with the workshops and discussions held in 2014, and the ramifications of these responses to various ‘shocks', such as those presented by the civil war and disease outbreaks (Ebola and COVID-19);it also provides recommendations that might be of use regarding the interface between project and institutional sustainability within FBDOs and, indeed, the wider community of development organisations.

US healthcare facility management workforce trends: a comparison with demographics, compensation and tenure of facility management professionals in nonhealthcare industries

Purpose: The purpose of this study was to better understand the state of the healthcare facility management (FM) workforce and trends and how it compares to the nonhealthcare industries. Design/methodology/approach: A survey was developed, based on relevant literature, regarding respondents' gender, race, age, educational attainment and job tenure. The survey was sent electronically via Qualtrics® system in February 2021 to members of the International Facility Management Association membership;3,557 individuals completed the survey by April 2021, for a 29% response rate. Only data from 1,407 US respondents working in facility operations were included in this study. Of the 1,407 respondents included in this study, 89 worked in the healthcare industry. The majority of respondents not working in healthcare industry (1,318) were employed in government, education or banking and investment. Findings: The demographics of facility managers in the healthcare industry are similar to the demographics of facility managers in other industries: the majority of the FM workforce is male, middle-aged, white, college educated and employed in-house. While healthcare and nonhealthcare facility managers have similar responsibilities across job levels, compensation for entry-level FM roles in the healthcare industry is significantly lower than for entry-level FM roles in other industries. This low pay in healthcare FM, compared to other industries, may exacerbate ongoing challenges related to talent recruitment and retention and justify pay banding increases to improve attraction of top talent into healthcare FM. Both healthcare and nonhealthcare industries hire new college graduates for entry-level FM jobs, but the healthcare industry is more likely to hire individuals who majored in liberal arts compared to other industries more likely to hire individuals who majored in subjects related to the built environment such as FM and engineering. To compensate for low entry-level pay, healthcare organizations may be focusing recruitment efforts on liberal arts students who have little to no training in the built environment because they have lower pay expectations. Older healthcare facility professionals also have shorter job tenures with their current employers than do older facility professionals in other industries;this trend appears to be recent and not be related to pay or the COVID-19 pandemic. A surge of senior-level FM retirements may be creating advancement opportunities for older entry- and mid-level FM personnel in healthcare;if this situation is a factor, research should be conducted to understand its implications for recruiting and developing healthcare FM talent. Research limitations/implications: Only data from US respondents who were working in healthcare facility operations at the time of the study were included in the data analysis. Originality/value: Healthcare organizations can use the study's findings to help address FM workforce challenges unique to their industry staff recruitment, retention and succession planning. © 2023, Emerald Publishing Limited.

SUCCESSION PLANNING TECHNOLOGY TRENDS AND THE INFLUENCING FACTORS: A SYSTEMATIC LITERATURE REVIEW

Growth in Organization can trigger a change in the organizational structure that could happen suddenly, by design, or as predictable. Such as promotion, resignation, or any other process that could cause the organization's leadership emptiness. Seeing this as an essential thing, the organization must have succession planning. Succession planning can prepare successors systematically and continuously. Conventional succession planning has been implemented in many organizations but without involving technology in all the processes. Machine Learning techniques can be used to improve succession planning. To see what's the trends of succession planning articles and to know what factors influenced succession planning specifically in the candidate selection process, this paper used a Systematic Literature Review from Kitchenham as the research method. The database of this study gathers information from the early Covid19 pandemic era to see how succession planning was before the impact of the Covid19 pandemic. This paper found three trends in succession planning focus areas: concept, research, and thesis or dissertation product. Besides that, there are 23 factors extracted from the papers that influenced succession planning. The implementation of methodology such as machine learning is also discussed in the result papers to improve the process and implementation of Succession Planning in the organization. © 2023 Little Lion Scientific.

Developing a nurse practitioner development programme to support career progression

Nurse Practitioners are registered nurses with additional education and clinical experience. They are able to diagnose conditions, perform physical assessment, interpret diagnostic tests and prescribe medication within a holistic patient-centred framework (Collins & Small, 2019. Can Oncol Nurs J. 29: 4). The COVID-19 pandemic highlighted the need for more nurses with advanced skills, such as prescribing, in our local area. These skills were required to support complex patients and their families in the home environment and achieve a good death.The hospice identified the need to develop a programme which would support developmental roles in the community setting and provide a clinical career pathway. A 2-year programme was developed which identified key learning opportunities for those in the developmental roles, which could be accessed alongside their academic programme of study. Year 1 of the programme focused on learning opportunities, which increased the nurses’ clinical skills and supported their learning in history taking and physical assessment. Year 2 focused on learning opportunities, which supported their learning in relation to prescribing and consolidated their learning from year 1.The aim of the programme was to provide staff with clear career progression, and a programme which would enable them to enter the role of Nurse Practitioner confidently and competently. Whilst formal evaluation is still to take place, the initial indications are that this is an effective programme and as such, the second cohort has been recruited to support succession planning within the organisation. The role has been popular and the career progression has aided retention of staff. The programme has been expanded into the Advice and Referral centre with two new development posts recruited to.

Recruiting and retaining high quality staff – innovative solution to succession planning

BackgroundThe ability to deliver high quality compassionate end of life care depends on recruiting and retaining high quality staff. Post COVID-19, organisations including hospices acknowledge significant national challenges in recruiting clinical staff with appropriate palliative care experience to meet increasingly complex needs. Innovative ways of succession planning are essential. We present an innovative project whereby aspiring Nurse Consultants are recruited to join an educational programme, incorporating the five pillars of advanced practice, underpinned by robust capabilities. We invite aspiring nurse consultants from other palliative care organisations across the UK to join the programme to benefit from shared learning and development. It encourages co-creation of learning opportunities with the aspiring Nurse Consultants.AimsIn our presentation we will explore the advantages/challenges of developing a contemporary programme of education and support for aspiring Nurse Consultants, as a prototype to develop consultant nurses of the future who can fill the requirement for consultant level input to hospice and broader palliative care workforces. The paper considers how this programme might be upscaled.ApproachAn initial cohort of three aspiring Nurse Consultants at St Christopher’s will be joined by further candidates to start a formal programme of learning, augmented by in-role support and reflection. All attend to clinical practice, service development, leadership, research and QI. The detail of the approach reflects seminal work by Manley, Taylor and Canadian capabilities related to the delivery of palliative care.ResultsWe will report on progress related to recruitment, the detail of the programme, development of the community of practice to which all participants will join and any learning along the way. Also, our insights regarding the value of such a course to support the increasing need for high quality end of life care as detailed in the Long-Term Plan and the Health and Social Care White Paper.

Developing a leadership potential model for the new era of work and organizations

Purpose>Unprecedented transformations to the nature of work and organizations are compelling leadership and organization development scholars and practitioners to reexamine the relevance and utility existing models of leadership potential. While there exist several published leadership potential models, the range and intensity of environmental forces fundamentally changing the nature of work and organizations demands a revision of leadership potential. The purpose of this study is to develop a leadership potential model that reflects the current and emerging nature of work and leadership challenges while also providing organizations a practical tool for talent review processes, succession planning and leadership development practices.Design/methodology/approach>This article presents a field study consisting of semistructured interviews with 45 leaders engaged in a highly complex, volatile and uncertain industry: US healthcare.Findings>Our results illustrate a dynamic two-dimensional model of leadership potential that comprises both cognitive (analytical aptitude and learning agility) and behavioral (people savvy and leadership capability) competencies operating across micro- and macro-levels of influence.Practical implications>The article concludes with a series of recommendations for how leadership and organization development professionals, executive teams and boards may utilize the model for leader assessment and selection practices, talent review and succession planning and talent development initiatives.Originality/value>The proposed model of leadership potential offers several advancements to the field's existing theoretical frameworks. The proposed model highlights the criticality of competencies aligned with the changing nature of work, including collaboration skills, divergent thinking, environmental scanning and evaluating data in ambiguous contexts. The model diverges from the existing theory by establishing leader drive as a motivation to serve others and initiate sustainable changes in business operations.

Employee Turnover: Why Medical Practices Lose Good Employees

[...]physician owners emerged as both a critical enabler and a critical barrier for employee retention. A recent poll by the Medical Group Management Association (MGMA) found that nearly half of medical practices saw increasing turnover rates in the last quarter of 2021, leaving many practices short of adequate operational and clinical staff.1 To maintain operational continuity, managing employee turnover rates is more important than ever, because lack of adequate staffing impedes a practice's ability to provide adequate patient care. An unexpected result emerged within the data: although succession planning and leadership development are key factors in employee retention and turnover, organizational structure and medical practice owners play a key role as well. [...]organizational structure emerged as a barrier for retaining high-performing high-potential employees.

I can see the opportunity that you cannot! A nexus between individual entrepreneurial orientation, alertness, and access to finance

Purpose>The purpose of this study is to demonstrate how alertness enable small and medium scale enterprise (SME) owners to leverage their individual entrepreneurial orientation (IEO) such as risk-taking, pro-activity, innovation, passion and perseverance in a better way to recognize opportunities for financial resources as compared to their counterparts who are not alert. Moreover, it elaborates on the mediating role of opportunity recognition of financial resources between IEO and SMEs’ access to finance (AF).Design/methodology/approach>A three-wave time-lagged survey from a stratified sample of 271 small and medium scale business owners in Pakistan was conducted and the data were analysed using PROCESS models 1 and 4.Findings>The findings grounded in the theory of Action Regulation, signify that the IEO of small and medium scale business owners helps them attain financial resources through opportunity recognition capacity which is an action characteristic. Moreover, the IEO of SME owners, coupled with entrepreneurial alertness (EA;a cognitive pre-action state), amplifies their ability to recognize opportunities for financial resource availability.Originality/value>This is one of the initial studies to test the IEO scale, including passion and perseverance. Moreover, it has added to the individual-level antecedents of AF in small and medium scale businesses through the role of EA and opportunity recognition.

Impact of Employer Branding on Employee Attraction and Retention

The prime purpose of this study was to understand what is perceived as employer branding and how employer branding influences talent attraction and retention in the IT industry. When employees join or apply to an organisation, they always look for a unique set of benefits (Employee Value Proposition or EVP) and the brand, apart from the compensation and rewards offered. Employer branding helps organisations in spending less on recruiting and retaining quality employees. Considering the growing importance of employer branding, existing research on the subject covering similar concepts/topics is not extensive – and is majorly confined to marketing literatures. Data were collected and analysed both quantitatively and qualitatively. For quantitative analysis, a suitable survey questionnaire was floated, containing 16 questions spanning the critical areas discussed in the paper, to employees of different IT sector firms, and a few other companies in the metropolitan as well as other cities in India. For qualitative analysis, a few in-depth interviews were conducted with a select set of employees – primarily from various IT sector companies. So, the study was a nested complimentary mixed method study. This research will be useful to HR executives in general, and to those working for IT companies in particular.

The Role of Knowledge Creation and Transfer in Family Firm Succession

The purpose of the study is to investigate the role that knowledge creation and knowledge transfer processes play in family firm intergenerational succession in Thailand. An exploratory qualitative case study approach is used. Interviews were conducted with successors and predecessors of small, medium and large Thai firms that have undergone leadership succession within the past five years (30 firms, for n = 60 interviews). Data were analyzed using a qualitative content analysis approach. There were 16 different knowledge approaches identified that are undertaken by the successor. These processes are commonplace to firms, including formal and informal, internal and external processes of knowledge creation and transfer. Most of these occur at different stages of preparation for succession (pre-succession, transition and succession stages). While some knowledge approaches are used across firms, others are specific to small or large firms. These knowledge approaches and stages were used to develop a knowledge process model for family firm succession. The research develops an original model of the knowledge processes associated with family firm succession. This model, which incorporates a staged succession model with the knowledge processes identified, explains how and why knowledge creation and transfer occur during the succession process.

Perspectives about Appointment Practices and School Leadership Roles: Basis for Succession Planning and Development

The world is in the midst of a COVID-19 education crisis, and schools need to urgently overcome this and emerge stronger. It is in times of crisis that good leaders emerge. As such, De La Salle Santiago Zobel School (DLSZ) is in the process of revisiting its leadership practices regarding the selection of administrators. The major purpose of this study was to gather the perspectives of the employees about leadership appointments, taking on administration roles, and succession planning and development. This collaborative action research employed a descriptive mixed method approach. Employees (N=174) from different departments and offices were the research participants. Quantitative data were extracted from the online survey questionnaire. The qualitative data, subjected to thematic analysis, were gathered from document review, open-ended questions from the survey, and future creating workshops. The guidelines, criteria for selection and screening process are described in its Administrators Manual. While findings revealed that the majority of the respondents are knowledgeable about and in favor of the DLSZ's appointment practices, less than half of them expressed willingness to be administrators. Those who favorably considered assuming school leadership roles had similar opinions about acquiring graduate degrees and corresponding certifications. Results showed that almost all of the employees regarded that succession planning initiatives can bring forth a positive impact in honing future leaders. Based on this study, DLSZ may prioritize implementing a succession planning and development program which will facilitate the effective identification, selection, and development of its leaders. © 2022 ACM.

Growing Today's Accounting Businesses: Certified Public Accountant

The shift in the public accounting firm model was a reaction to clients having access to the preparation of financial statements, reports, schedules, and analytical data as byproducts of their low-cost accounting programs. Moving away from these traditional services, assisting clients with borrowing (including finance leasing) has become more complex, as has risk measurement including internal controls, budgeting and strategic planning, inventory measurement, cash flow management, cost accounting systems, and personal financial planning. Nontraditional Services Added by Some Accounting Firms * Real estate and facilities management * Back office and supply chain operations * Networked billing and collections * Cost segregation * Research and development tax credit studies * Transfer pricing studies * Tangible and intangible asset appraisals * Forensic investigative services * Business valuations based on long-term value creation rather than projected cash flow and return on investment * Succession planning and training * Investment banking services * Merger, acquisition, and transactions advisory services * Asset and wealth management * Family office services * Insurance and risk management * Human resource management * Employee benefit plan conceptualization, establishment, oversight, and management * Medical practice, hospital and care facilities revenue optimization * Chief financial officer on demand service * Strategic, innovation, and change management planning and implementation * Business management optimization * Cybersecurity and incident remediation * Turnkey web-based commerce sites * Technology and vendor selection, and adaption and implementation * Data privacy, compliance and security, and customer immersion * Government agency regulation compliance risk assessments * Electronic discovery * Sustainability attestation

PHYSICIAN LEADERSHIP AROUND THE WORLD

DESPITE DIFFERENCES IN TRAINING, TYPE OF healthcare organization, geography, and community demographics, physicians in every culture and country face similar challenges: providing quality, affordable healthcare;working within complex systems of policies and processes;managing people and resources;leveraging technology;and promoting efficiencies across their local healthcare system. Once I started working in the primary care and occupational medicine department, regarding the fitness, ability, and adjustments required at work along with the preventative measures like health promotion activities, health surveillance spurred my interest in the social and preventive aspects of medicine. Most of the Canadian universities that offer doctoral degrees also offer master's degree programs with an element of healthcare administration or public health focus. Just as medical curricula rely on structured learning combined with graded clinical responsibility, so should there be an emphasis on the integration of leadership training, in concert with exposure to increasingly senior physician leadership roles.

SUCCESSION PLANNING FOR BRAND SUSTAINABILITY OF ZIMBABWEAN SMALL AND MEDIUM TOURISM ENTERPRISES (SMTES) IN COVID-19 PANDEMIC

The study was based on exploring if succession planning was considered as a strategic for branding Zimbabwean Small and Medium Tourism Enterprises (SMTEs) beyond COVID19 pandemic. It adopted a sequential mixed method starting with a qualitative research followed by a quantitative research. Qualitative research helped in establishing themes which constructed a survey questionnaire for a further quantitative research. Results informed that SMEs operating in Zimbabwe's tourism industry have not been considering "succession planning" as a tool for brand survival and that it is difficult for these businesses to survive beyond the COVID-19 Pandemic. The study recommended that the SMTEs in Zimbabwe must consider succession planning for brand vibrancy through formalising structures and functions, delegation of branding related tasks and mostly branding should be treated as a business strategy. These will then develop some related activities within these organisations in order to improve on brand sustainability such as talent management, trainings, stakeholder involvement in brand formulation, career path development and applying brand awareness strategies.

Healthcare Risk Lessons for Financial Managers

[...]broadening this skill to include cross-sector approaches will allow financial managers to draw from the best possible solutions to common problems involving risk. Since they perform similar interdisciplinary work - incorporating components of customer service, business approach, and technical expertise, healthcare management offers unique insights for financial risk management. Sharpening focus on the people involved in the stages of service delivery can improve citizen satisfaction and reduce voluntary attrition of government employees.5,6 Government financial managers can better incorporate the human factor into their view of risk by asking: * Are processes optimized for the individual skills of team members? * How many "single-points of failure" exist in the current workstream? [...]data collection and coordination between departments helps financial managers gather the necessary expenditure, project and performance data needed to satisfy ARP and single audit reporting requirements.

Responding to Business Succession Issues and Crises by Converting to Cooperatives: Canadian Realities and Possibilities: Revue Canadienne de Recherche sur les OSBL et l'Économie Sociale (ANSERJ)

La pandémie a entraíné des consequences sur la plupart des 1,2 millions de petites et moyennes entreprises au Canada, aggravant de sérieux problěmes pour l'économie du pays, y compris la possibilité de fermetures d'entreprises å grande échelle causées par le nombre croissant de propriétaires au seuil de la retraite qui n'ont aucun plan de relěve. Au Canada, une option provenant de l'économie sociale pour sauver les entreprises et les emplois qu'elles fournissent serait de les vendre å des employés ou å des membres de la communauté et de les convertir en coopératives. Le Projet de conversion en coopératives a cherché å mieux comprendre la conversion d'entreprise en coopérative (CEC) au Canada et å aider le mouvement coopératif du pays å accroître la capacité en CEC. Cet article présente les données clés du projet å ce jour.Alternate :Most of Canada's 1.2 million small- and medium-sized enterprises (SMEs) have been affected by the pandemic, compounding serious issues facing Canada's economy, including the potential for large-scale business closures due to the growing number of retirement-aged owners without a formal succession plan. One social economy option in Canada to save businesses and the jobs they provide is to sell them to employees or community members and convert them to cooperatives. The Conversion to Co-operatives Project set out to better understand business conversion to cooperatives (BCCs) in Canada and help the country's co-op movement build BCC capacity. This article outlines the project's key findings to date.

Core competencies and challenges among nurses transitioning into positions of leadership - a Caribbean perspective.

PURPOSE: Nurses are a significant part of the professional workforce, but leaders may be promoted without the requisite competencies. This study aims to explore the perspectives of nurse managers about the core competencies necessary for promotion as leaders in health. DESIGN/METHODOLOGY/APPROACH: This was a mixed-methods study that targeted nurses (N = 126) who were promoted in four Caribbean countries over the past five years. A 30-item questionnaire was used for quantitative data collection and analyzed using SPSS version 25. Interviews yielded the qualitative data, which were analyzed using open coding and thematic analysis. Ethical approvals were received from ethics committees at the university and country level. FINDINGS: Most participants were female (n = 112), had 15 or more years' experience (n = 71) and an associate degree/diploma in nursing (n = 62). Leadership was the most important competency required of nurse leaders in spite of their position within the organization, followed by team building and motivation. Challenges to the transitioning into leadership positions included the prevailing culture and a lack of a systematic approach to building capacity in leadership. There was also between-group statistical significance, as determined by one-way ANOVA for delegation, motivation and leadership as core competencies based on occupations roles. RESEARCH LIMITATIONS/IMPLICATIONS: Notwithstanding the importance of the findings from this research, there were some limitations. While the researchers considered implementing this study in eight Caribbean countries, approvals were received for only four countries. This will affect the ability to generalize the findings to the wider Caribbean countries. One of the strengths of this research was the use of mixed methods for data collection. However, the qualitative component of the findings may be limited by the number of focus groups conducted, notwithstanding the richness of the data collected. PRACTICAL IMPLICATIONS: The findings can be used as a framework from which the health system in developing countries can begin to examine practical solutions to developing 21st century leadership competencies in nursing. While there may be remanence of the colonial past in the way systems function, the complexity of health systems requires leadership that is rooted in competence that is multidimensional. ORIGINALITY/VALUE: This paper provides an important contribution to the literature on leadership and competencies from the perspective of low- to middle-income resource settings. The qualitative component of the research added richness to the nuances and understanding of the phenomenon of competencies for nurse leaders.