A succession planning framework for leadership development of nurse educators in nursing education institutions in South Africa

Abstract

Background Within the next five to ten years, an estimated 84% of nurse educators in South Africa will be exiting institutions for retirement, leaving a shortage of skilled, competent nurse educators. Succession planning frameworks are not readily available and applied in nursing education institutions in South Africa. A succession planning framework is essential to maintain leadership continuity and a stable workforce in nursing education institutions in South Africa. A succession planning framework allows for internal grooming of potential successors and guarantees the establishment of a talent pool that are readily available to move into leadership positions whenever vacancies occur. Methods The aim of this study was to develop a succession planning framework for leadership development of nurse educators in nursing education institutions in South Africa. Three research objectives guided this study, namely; (1) to determine the current succession planning processes that are in place for leadership development of nurse educators according to heads of nursing departments in South Africa, (2) to determine the current succession planning processes that are in place for leadership development at NEIs in South Africa according to nurse educators and, (3) to develop a succession planning framework for leadership development of nurse educators in NEIs in South Africa. A mixed methods sequential explanatory design was used to investigate current succession planning practices and processes for leadership development of nurse educators in nurse education institutions in South Africa. The study was guided and informed by Mateso’s (2010) conceptual framework for succession planning and management. The researcher conducted the study in three phases. In Phase one, stratified random sampling was used to select 100 nursing Heads of Department working in nursing education institutions across all nine provinces in South Africa. Data was collected using a semi-structured questionnaire and analysed using descriptive statistical techniques, Statistical System (SAS) STATA program, version 4.1. In Phase two, focus group interviews were conducted. Purposive sampling was used to recruit 20 nursing educators working in nursing education institutions in the Gauteng province. The researcher used content analysis to analyse the transcribed interviews. The data of Phase one and Phase two were integrated and served as introduction to Phase three. In Phase three, purposive sampling was used to recruit 12 stakeholders in nursing education training. A one-day stakeholders meeting was held and the Nominal Group Technique was used as method to guide stakeholders to reach consensus on what concepts to include in the envisaged a framework. Results and findings The results of phase 1 indicated that current succession planning practices are unstructured and succession planning processes are unclear. Thus, there is need for having a formal succession planning for leadership development of nurse educators. Three themes emerged from the qualitative data namely: current succession planning for leadership development of nurse educators, current succession planning and management practices, and barriers to the implementation of succession planning for leadership development. In the nominal group technique participants reached consensus on five fundamental concepts for inclusion in the suggested succession planning framework for nurse educators in NEIs in South Africa. These concepts are as follows: (1) strategic alignment; (2) leadership development involvement and commitment; (3) succession planning process; (4) implementation and, (5) talent management. The outcome of the consensus meeting assisted the researcher to develop a succession planning framework to aid in identifying potential nurse educators for leadership positions and to develop and retain nurse educators to fill current and future leadership positions. Conclusion This study identified the urgent need for a succession planning for leadership development of nurse educators in nursing education institutions in South Africa. The key to prevention of having inexperienced and unskilled leaders within the next ten years when current leaders exit for retirement is awareness of leadership development of nurse educators early in their career. In addition, communication and teamwork between top management and human resource departments plays a crucial role in succession planning and its implementation. Recommendations were made that have a bearing on succession planning for leadership development of nurse educators among stakeholders in nursing education and training, nursing education institutions, executive management and human resource departments, and future studies in leadership development through succession planning.