RESUMEN
Succession planning appears to be a logical and essential component of human resources and leadership planning. However, the complexities and requirements of a successful succession planning process are significant and generally not well understood. Perhaps for this reason, succession planning often yields disappointing results. It is inherently an imperfect management process-as seen, for example, when an identified internal successor leaves an organization for a more immediate opportunity elsewhere. My experiences as CEO of Henry Ford Health System for 14 years and as chair of three compensation committees (for two public companies and one foundation) have given me a unique understanding of the challenges and opportunities of succession planning. This article highlights the myths, realities, and building blocks of effective succession planning in healthcare organizations.
Asunto(s)
Eficiencia Organizacional , Administradores de Instituciones de Salud , Selección de Personal/organización & administración , Técnicas de Planificación , Revelación de la Verdad , Liderazgo , Desarrollo de PersonalAsunto(s)
Servicios de Salud del Niño/organización & administración , Participación de la Comunidad , Promoción de la Salud/métodos , Necesidades y Demandas de Servicios de Salud/organización & administración , Participación del Paciente , Mejoramiento de la Calidad/organización & administración , Adulto , Comités Consultivos , Femenino , Humanos , Lactante , Mortalidad Infantil , Recién Nacido , Masculino , Michigan , Estudios de Casos Organizacionales , Proyectos Piloto , Salud de la Mujer , Adulto JovenAsunto(s)
Centers for Medicare and Medicaid Services, U.S./economía , Pacientes Internos/psicología , Satisfacción del Paciente/economía , Calidad de la Atención de Salud/economía , Mecanismo de Reembolso/normas , Centers for Medicare and Medicaid Services, U.S./normas , Humanos , Calidad de la Atención de Salud/normas , Estados UnidosRESUMEN
CEOs play a pivotal role in driving the selection and implementation of clinical and information technology within their organizations. Lack of standardization is viewed as the biggest obstacle to clinical transformation.
