Bridging the Gap Between Today’s and Tomorrow’s Nurses

Did you know the average age of a medical and health services manager is 46.3 years old? That means these managers have crested the halfway point in their careers and will soon retire. Also, experts predict that a million nurses, 50 and older, will retire between 2020 and 2030. Among the retirees, around 67,000 will be nurse managers.

What do these statistics mean to the healthcare industry? For one thing, this information should prompt every healthcare organization to develop a succession planning strategy. This plan should focus on bridging the gap between today’s management team and tomorrow’s leadership.

The good news is that succession planning (SP) can relieve the nurse manager shortage while organizations seamlessly continue daily operations. In addition, SP can lower staff stress during leadership changes and decrease the cost of recruitment and training outside hires. And nurse manager turnover will remain particularly low if the organization has a formal structure to welcome and train novice nurse leaders. 

Plan for leadership gaps by looking at your internal talent pool. Remember, you want to find a successor that will propel the department forward and not merely be a placeholder. Within that pool, create pathways for professional growth into leadership positions. You can accomplish this goal by doing the following:

• Developing leadership programs.
• Accelerate leadership.
• Establishing a mentorship initiative.
• Embrace generational differences.

Develop a leadership program.

• Establish clear goals and objectives for the program. Make sure these are aligned with the organization’s overall mission and vision.
• Identify key stakeholders, such as nurse leaders, administrators, and other healthcare professionals, who can provide insight and direction.

• Identify learning activities that will meet the objectives of the program. Consider activities such as seminars, workshops, webinars, and simulations.
• Develop a timeline for the program. Include milestones for completion and evaluation of each activity.
• Design a curriculum for the program. Make sure it is comprehensive, relevant, and engaging.
• Provide support for participants throughout the program. Encourage them to ask questions and offer feedback.
• Monitor the progress of the program and make adjustments as needed.
• Evaluate the program at the end of the timeline. Review the results and make changes as needed.
• By following these tips, you can develop a successful leadership program for nurses that will benefit both the organization and the participants.

Accelerate leadership.

The days of employees’ “paying their dues” before receiving a promotion should be left in the past. With the shortage of seasoned nurse leaders, companies must consider alternative methods for pinpointing potential leaders. For example, you could use assessment software and testing to determine your employees’ strengths. You could also ask current managers to select candidates for mentoring into leadership positions through your organization's leadership programs.

Establish a  mentorship initiative.

• Start by researching existing mentorship programs in the healthcare sector to get an idea of best practices.
• Create a program design that meets the unique needs of your nursing staff.
• Make sure you have clear objectives and goals for the program.
• Find qualified mentors who are knowledgeable and experienced in the field of nursing.
• Develop a plan for measuring the success and outcomes of the program.
• Establish a budget and timeline for the program.
• Provide ongoing support and resources for the nurses and their mentors.
• Promote the program to your nurses to ensure they are aware of the available mentorship opportunities.

Embrace generational differences.

With baby boomers retiring at an accelerated clip, it’s vital to welcome the generational differences of younger nurses. For example, Generation Xers and Millennials prefer flexible schedules and front-end compensation. But younger generations are more willing to switch jobs if they can climb the corporate ladder faster.

Overall, the healthcare industry should create a succession plan to identify and develop leaders early in their careers. This strategy will prove more fruitful than bringing in outsiders to fill leadership roles. And having an SP strategy in place will save money and provide a blueprint for the facility’s future.