Succession Planning and Management Practice in Washington State Local Public Health Agencies
| Autor: | Edward L. Baker, Suzanne M. Babich, John Wiesman, Karl Umble |
|---|---|
| Rok vydání: | 2016 |
| Předmět: |
Adult
Male Washington medicine.medical_specialty Best practice Personnel Turnover Public administration 03 medical and health sciences 0302 clinical medicine Succession planning medicine Humans 030212 general & internal medicine Staff Development Accreditation Retirement 030505 public health Local Government Leadership development Health Policy Public health Public Health Environmental and Occupational Health Middle Aged Workforce development Leadership Local government Workforce Female Business Public Health 0305 other medical science |
| Zdroj: | Journal of public health management and practice : JPHMP. 22(6) |
| ISSN: | 1550-5022 |
| Popis: | Context Turnover of top local public health officials is expected to be great, with 23% being 60 years of age or older, and another 42% being 50 to 59 years of age. Yet, we know little about the use of succession planning in public health agencies. Objective Describe succession planning practices in local public health agencies. Design We conducted a Web-based, cross-sectional survey of succession planning practices and followed the career paths of public health officials for 40 months. Setting and participants The top local public health officials from Washington State's 35 local governmental public health agencies. Main outcome measures Twenty-five succession planning best practices. Results All 35 agencies responded, resulting in a 100% response rate. Our study found evidence of succession planning practices in Washington State local public health agencies: 85% of agencies selected high-performing high potential employees for development, 76% sent them to formal technical and management/leadership training, 70% used cross-functional team projects, and 67% used stretch assignments to develop their employees. Impetuses to implement succession planning were discovering that large percentages of employees were able to retire soon and that national accreditation requires workforce development plans. Barriers to implementing succession planning included other competing demands for time, belief that the agency's workforce was too small for a formal program, and concerns that there would be union barriers. In 2012, 50% of the officials surveyed said that it would be at least possible that they would leave their current jobs within 5 years. Forty months later, 12 (34%) had left their positions. Conclusions We were encouraged by the level of succession planning in Washington State and recommend creating a greater sense of urgency by focusing on agency retirement profiles and emphasizing the need for workforce development plans for accreditation. Developing the public health leaders of tomorrow is too important to be left to chance. |
| Databáze: | OpenAIRE |
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