Strategic Plan
Based on the resignation of the highest performing and tenured manager, it is essential to reflect on some of the critical priorities and steps that would be of value towards reducing the impacts of the exit. In other words, the strategic plan will help towards defining the essential approaches that the organization ought to take in a bid to maintain its expected performance standards. Some of the priorities and steps that would be of great value in mitigating the impacts in this case include:
Communication of Resignation with Other Employees
Follmer, Talbot, Kristof-Brown, Astrove, & Billsberry (2018) point out that lack of discussion in the event of a resignation of a critical employee creates a provision for rumors to spread touching on the exit, which may have a significant impact on the performance outcomes. In this case, the manager was crucial in dealing with all activities within the 20 person department, thus, creating the need for having to ensure that the departure is communicated effectively. The communication process will involve a means of meeting with other members of the department to not only inform them of the exit but also highlight the organization's commitment towards maintaining the expected performance standards.
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Getting Data and Input from Stakeholders
The primary stakeholder to consider, in this case, is the employees working in the department considering that they interact on a one-on-one basis with the manager. The second step is gathering information that would be critical towards understanding some of the significant challenges that the department is facing. On the other hand, this step will also help in gathering information on the kind of manager that the employees expect, as this would act as a critical determinant of the department's ability to maintain expected performance.
Creation of a Recruitment Plan and Timeline
In the event of an exit of a critical member of a department, the primary focus turns towards ensuring that the replacement process occurs within the shortest time possible. Florentha, Arling, Skinner, King, & Rondeau (2012) indicate that the critical challenge that organizational may face is on engaging in recruitment and replacement of essential employees taking into account that they tend to withstand immense pressure. Thus, this means that the organization ought to focus on creating an effective recruitment plan that would include a timeline of the recruitment process. The program will help highlight all the essential steps that the organization ought to take as part of the recruitment and replacement process of employees working in specific positions.
Recruitment Plan
Before the development of a recruitment plan for the manager position, the organization must acknowledge the job opening, as this would pave the way for the development of a plan that will seek to fill this particular position. The recruitment plan will focus on several critical steps in the recruitment process as part of ensuring that the organization is a success in its recruitment of an individual that is qualified for the said position. The steps involved in defining the success of this plan include:
Determination of Recruitment Goals
In this step, the focus is on evaluating the critical goals for the recruitment plan considering that this would be of great value towards determining the effectiveness of the program in meeting its strategic objective.
Creating and Reviewing a Job Description
Before conducting any form of recruitment, it is essential to reflect on the key roles and responsibility for an applicant applying for the said position, as this would play a critical role towards the development of an adequate job description. The job description will also include educational and professional experience for any individual intending to apply for the job opening. The other essential step is reviewing the job description based on the critical expectations for the open position to ensure that indeed the job description provides a clear overview of expectations.
Selection of a Recruitment Strategy
The recruitment strategy is one of the critical elements that would help determine the overall structure of success of the recruitment plan, as it helps in ensuring that a specific position attracts individuals that match the said position (Rudolf, Grieben, Petrowski, Froböse, & Schaller, 2018). From that view, the organization will focus on trying to examine the different recruitment strategies to determine the plan that is expected to have the highest impacts.
Advertisement of the Position
The last step involves publication of the job opening through different sources including social and mainstream media with the focus being to attract a significant audience to the job description and requirement for any application of the position.
Preboarding Checklist and Onboarding Plan
The following is the preboarding checklist that must be reviewed before engagement in the recruitment process as a way of ensuring that the applicant selected for the position is comfortable after his or her selection for the position.
Manager’s Workstation/Office
PC Setup (Company Email and other technologies used)
Insertion of the new employee into the organization's intranet
Provision of a notice from the HR department on the new employee's details
The onboarding plan will focus on the following steps that would seek to ensure that the new manager understands his role in the organization.
The singing of the Contract
The first step in the onboarding process is the signing of the contract where the new manager will be expected to read through and sign the contract if he or she believes that it matches his or her demands.
The signing of Performance Contract
The new manager will be expected to sign a performance contract that binds him or her to a specific level of performance. The agreement will also give the top-level management in the company with the authority of having to conduct performance reviews after the 30, 90, and 180 days focusing on how the manager has been able to improve the demand.
Scheduling a Meeting with the Employees in the Department
In this step, the focus is on ensuring that the manager is introduced to the department from where he would be expected to lay out his or her plan for performance. Additionally, the introduction will also pave the way for a better chance of having to gain the confidence of the other members of the department.
Policies and Practices
From a policy perspective, one of the key strategies that would help in avoiding this situation is that which defines a grace period between resignation and exit. Ideally, the period ought to be approximately 30 days during which time the manager would be expected to finalize on his or her current duties, submit a report on his or her performance, as well as, go through an exit interview. From a practice perspective, creating an open communication platform between managers and the top level management may be seen as a critical element that would be of value towards building on the confidence that managers may have. The outcome of this is that it will be much easier for the managers to work towards implementing an open strategy that would help build on their performance outcomes.
References
Florentha, B., Arling, P. A., Skinner, D., King, K. W., & Rondeau, P. J. (2012). Enhancing the Traditional IMC Recruitment Plan to Gauge the Impact of Vodcast Usage on Students' Attitudes and Behavioral Intentions. International Journal of Integrated Marketing Communications , 4 (1), 61-77.
Follmer, E. H., Talbot, D. L., Kristof-Brown, A. L., Astrove, S. L., & Billsberry, J. (2018). Resolution, relief, and resignation: A qualitative study of responses to misfit at work. Academy of Management Journal , 61 (2), 440-465.
Rudolf, K., Grieben, C., Petrowski, K., Froböse, I., & Schaller, A. (2018). Impact of different recruitment strategies on accelerometry adherence and resulting physical activity data: A secondary analysis. Preventive medicine reports , 10 (1), 76-81.
