This study aims to evaluate the current practice, vision and strategies in succession planning for Saudi and expatriate nurse managers in Saudi Arabian hospitals. It investigates the factors that play a direct role in preparing future nurse managers to guide nursing services in the future for that country. The study framework was optimum human resource management, in the context of a worldwide shortage of working nurses and qualified and experienced nurse managers.
Nursing profession shortages are a worldwide phenomenon. In addition, front-line and middle management positions experience proportional vacancies which as a consequence, have been filled with unprepared and/or unskilled nurses. The study was set within a background policy of Saudisation which was introduced in 1990 and aims to prioritise Saudi citizens for employment. Employers must meet certain criteria regarding the percentage of Saudis employed.
Mixed methods were utilised using sequential explanatory research design in two phases. The first phase was introduced as a survey which was distributed to 449 with return of 55%, n =245 to front-line and middle nursing managers working in different managerial positions at seven hospitals in Saudi Arabia. The second phase introduced semi-structured interviews of 11 nurse managers and nurse executives at the participating hospitals.
The study findings reveal succession planning in Saudi Arabia requires special skills and commitment by managers. Saudi nurses as nurse managers were under-represented (4.45%), compared to expatriate managers in this research. Saudi nurses are both desirable from a population needs perspective and required from the government policy perspective on Saudisation of the workforce. Expatriate managers occupy most of the managerial positions. As a consequence, they are considered a vital part in implementing succession planning with shared participation of health organisation executives. The quantitative analysis demonstrated that there was only a slightly positive attitude to management and to the implementation of succession planning. This was, however, negated by the comments in the qualitative interviews as there was reported to be inadequate succession planning in their organisation, competencies and education. In order to deal with this dichotomy the minor themes were combined to form major themes. The key factors identified as essential components in nursing management succession planning were: management quality and style, vision and planning in manager’s qualification, education, career development and mentorship, human resource development and recruitment and retention.
The unique aspects of the Saudi population demonstrate the need for early succession planning in order to direct an appropriate number of the younger generation into the health workforce and particularly into health service management. There may still be a labour shortage if the rapid growing young Saudi population are not guided, directed and developed effectively. Succession planning in nursing management is not only the responsibility of government agencies but also the policy makers, nurse executives and everyone who has authority to make a positive change in the nursing profession
