The following are insights of my meeting with Coral Gables Hospital’s staff developer concerning its initial and annual performance as well as succession planning. First, I determined that the Coral Gables Hospital (CGH) seeks to provide an environment where employees can grow their careers through new opportunities and skill improvement. On its part, CGH acknowledges its role as an important part of state and federal health care sector geared towards the provision of quality and appropriate care (Coral Gables Hospital, 2016). To attain these goals, the staff developer ascertained that the organization conducts initial and annual performance appraisals on its employees. Particularly, CGH sees the appraisals as vital for individual and organizational advancement.
Initial Performance Appraisal: This process happens within 30 days of any new rating period. Based on the staff developer, supervisors, and their subordinates have an obligation to meet and facilitate the identification, definition, and description of individual performance objectives. The schedule will include the subordinate’s duties, responsibilities, and standards within CGH’s scope. The main aim of this meeting would be to have subordinates understand and commit to driving CGH’s objectives based on their specialty (OPM, 2016).
Annual Performance Appraisal: This process will also happen between the employee and their supervisor. The developer stated that the process offers a review of initial tasks and goals concerning current and future expectations. For instance, nurses of different specialties meet with their supervisors to go through their work appropriate assessment. Also, the staff developer suggested that prior decisions are vital on various kinds of achievement such as improved productivity, mentorship, and evaluation. She advised that clinical journals were important in recording details accounts of individual attainment for future appraisal (OPM, 2016).
Succession Planning: This process at CGH concentrated on five major pointers. In the initial capacity, it was ideal for planners to identify the key individuals identified for succession. Second, one would then undertake an evaluation of the incumbent’s competencies concerning experience, tasks, personality, and leadership skills. The third stage involved the identification of potential individuals from the hospital setup who would participate in the planning process. Furthermore, the panel would then engage in the interview process aimed at selecting a suitable candidate for the new position. The last stage included the evaluation of all efforts involved in planning for future decision-making (SHRM, 2016).
References
Coral Gables Hospital. (2016). For Coral Gables Hospital Employees. Retrieved from Coral Gables Hospital: https://www.coralgableshospital.com/for-health-professionals/for-coral-gables-hospital-employees
OPM. (2016). Performance Management: Performance Appraisals . Retrieved from Office Performance Management : https://www.opm.gov/services-for-agencies/performance-management/performance-appraisals/
SHRM. (2016). Succession Planning with Your Board. Retrieved from Society of Human Resource Management : https://www.shrm.org/communities/volunteerresources/pages/succplg.aspx
