Reference no: EM132229755

This case focuses on developing secession/recruitment plans, as well as internal mentoring programs for a small hospital or clinic. Edwards Clinic provides care for patients living in a three-county rural area. Economically, the area is comprised of small businesses and farming interests. It is a tight net, family focused community with little entertainment opportunities outside of outdoor activities. The clinic serves approximately 3000 patients and employs over 100 staff members. Many of the employees at the clinic are in their fifties and have worked for the clinic for many years. In fact, the CEO and the CFO of the clinic have each worked at Edwards for almost twenty years. The CEO has been ill several times in the last few years, and the CFO’s husband passed away recently and she has her remaining family lives in another part of the country. The Board members are all volunteers with limited health care experience. They are becoming increasing concerned that if either of these key figures leaves there are no secession or mentoring plans in place. This concern is further aggravated by the fact that the vice president of nursing retired about a year ago since then the clinic has hired two different replacements for that position but neither has worked out. One left due to family pressure to move to a more urban area, the other wasn’t a good fit in terms of his interactions with other staff members. So, this key position is unfilled. As the head of human resources, the board has tasked you with developing a secession plan, as well as an organization wide mentoring program that meets the needs of the facility and any legal requirements.