A MAJOR challenge that nurses face today is maintaining leadership capital. There are many nursing graduates who ended up not working in a health institution. Some went into business, information technology, banking, hotel managers, call centers, or the academe. Hence, when there are vacant positions due to resignation or retirement, finding another nurse to take the vacant post is not that easy. This is so frustrating because the health institution is going to suffer.

Succession planning is a process and not a one-time event. It is preparing and training employees such as nurses to take the position of an employee who leaves. In short, it is grooming a talent needed for the future to ensure continuity of work.

In many health organizations, succession planning is done when the head nurse unexpectedly resigns or falls taken ill and this is often too late already. The nurse administrator often fails to do succession planning gradually and thoughtfully.

Succession planning practices are limited in the healthcare arena and typically more focused on the top executive levels. Many are suggesting that management pipelines should be primed at all management levels. And since it requires continuous development, nurses’ knowledge, skills and attitudes is necessary to be upgraded to succeed in future management roles.

To make sure you are choosing the right person, it is necessary that the skills and competencies of a possible candidate is assessed. The nurse should possessed the following: servant leadership, clinical skills, ability to unite relationships with all the health staff, excellent program management skills, honesty, humility, teamwork , coaching, flexibility, and embracing diversity.

Studies showed that the common negative issues in succession planning on the part of the managers include uncertainty on whom to choose, afraid to be replaced, “like me” bias, no investment of time to mentor or coach potential leaders, selfish in providing professional growth, and expectation on subordinates for self-identify strengths.

Succession planning in nursing should not be taken for granted. It is urgently needed because the population of nurse managers is quickly aging and the nursing environment continues to be rapidly transforming. Efforts in attracting and retaining new and experienced staff or nurse managers should be a priority.