Edwin Cabigao, PhD, RN
CEO/Founder, Prax Solutions
Objectives
Participants will learn….
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How being a mentor is cultivated and developed
Mutually rewarding benefits of mentorship to
mentee and mentor
How to effectively mentor nurses
“Best Practice” in Mentoring
How mentorship can influence nurses to apply,
stay, and grow within the organization.
U.S. Nursing Shortage
•A study in the current issue of Policy,
Politics & Nursing Practice (2014) reveals
that an estimated 17.5 percent of newlylicensed RNs leave their first nursing job
within the first year and one in three
(33.5%) leave within two years.
•The Journal of Nursing Administration
estimates that it costs roughly $82,000 to
replace each nurse.
•Given high turnover rates, this can equate
to an annual cost of a whopping $4.4
million each year for a 300-bed hospital.
Why do nurses leave?
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Poor Management
Lack of Upward Mobility
Too Many Tasks
Underpayment
Poor Benefits
Short Staffing
I am a MENTOR!
Personal and Professional
Journey
Product of effective mentoring
We all can be effective mentors
Hospitals and healthcare
centers must develop and
implement effective Mentoring
Programs customized to meet
organization’s needs
A gift that keeps on
giving…
QUESTION
What kind of a Mentor will you be?
Who in your past acted as a mentor to you, who
really made a positive difference in your life?
Why do you think they took a special interest in
you?
What qualities did you have that made them want
to spend time with you or encourage you?
What was it that made each of them a great
mentor?
What did these important people have in common?
What might these experiences teach you about how
you want to be as a mentor?
What lessons can you take away from these role
models?
Benefits of Mentoring
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Develops professional relationships
Improves communication and personal skills
Creates culture of continuous learning
Promotes succession planning/creation of talent pool
Gains better perspective of individual/organizational issues
Develops leadership and management qualities.
Assists with problem solving
Engages in a volunteering opportunity,
Encourages commitment to the organization
Enhances job satisfaction
Conveys to people that management values its nurses
Nurse Retention/Low Turnover
A fundamental method of personal development where one
person inspires and invests time, energy, knowledge,
and heart assisting the growth and development of another
human being.
It is about guiding others in their personal & professional
quest for growth through learning
It crosses management boundaries, age, culture, religion,
and even personality.
The delicate balance of mentoring
someone is not creating them in your
own image, but giving them the
opportunity to create themselves.
~ Steven Spielberg
A Mentee or Protégé is the
recipient of the Mentor’s
teaching, guidance, and
support. He or she must be
committed to growing
personally and professionally,
be receptive to new ways of
learning, and have a sense of
personal responsibility with
his/her own growth &
development.
A Mentor is an experienced
adviser, coach, facilitator, and
counselor who facilitates the
learning process for a Mentee
and guides by building trust
and modeling positive
behaviors.
10 Good Reasons to become
a Mentor
You'll learn
You’ll improve your leadership and
management skills
You’ll receive recognition from peers
and superiors
You'll improve your communication
skills
You'll have an opportunity to reflect
on own practice
You'll feel more satisfied
You’ll get a new outlook on your own
job
You’ll have more opportunities
You will develop professional
relationships
You will expand your circle of
networking
10 Good Reasons to become
a Mentee
You’ll gain self knowledge
You’ll have an opportunity to address
individual learning needs
You’ll develop confidence in dealing
with challenges and issues
You’ll receive honest feedback
You’ll increase individual visibility and
recognition within the organization
You’ll expand your professional
network
You’ll be exposed to new ideas and
practices
You’ll enhance career advancement
You’ll receive support during times of
change and transition
You’ll gain exposure to great advising,
coaching, and teaching
Mentor Vs Teacher
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May coach/teach
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Relational
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Does not necessarily
mentor
Functional
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Voluntary
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Typically paid
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More personal
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Professional
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Focusing on the future
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Focusing on the present
Building blocks of a
Mentoring Program
Develop a Relationship of Trust
Clearly define Roles and Responsibilities
Establish Short and Long Term Goals
Recognize that both Failure and Success are powerful
teachers
Remember that development matures over time
Mentoring is a joint venture
Mentoring relationship is voluntary for both Mentor and
Mentee
Respect privacy and confidentiality
Practice Active Listening
Avoid lecturing or passing judgment
Sensitivity: be sensitive to cultural and gender differences
Collaborate to Solve Problems
Build Flexibility into the Program
Celebrate successful results
Stages of Mentoring
Initiation Phase
• Become acquainted
• Develop trust
• Identify goals & objectives
• Plan and implement
Working Phase
• Primary stage of development
• Active learning and coaching
• Relationship matures into a strong friendship
• Confidence grows
Termination Phase
• End of relationship
• Can decide to redefine relationship and continue
• Relationship can evolve into a collegial relationship or social friendship
Mentoring Program
Best Practices
1. Identify a goal or
purpose for the
program
• This provides the mentors and
mentees a foundation upon which
they can build their relationships.
• Successful Mentoring begins with
setting a contract for learning
around which the Mentor and the
Mentee are aligned: what do they
want to accomplish.
Mentoring Program
Best Practices
2. Identify and train a
Program Manager
• Program manager (PM) plays a
critical role.
• PM helps develop & implement
the program, including the
process of matching mentors and
mentees.
• PM also monitors participants
and provides them with support.
• PM supports the program’s goals
and reports outcome to upper
management.
• Send PM to a formal training as
necessary.
Mentoring Program
Best Practices
3. Provide training to
new mentors and
mentees
• Offer formal orientation training
and guidelines to new mentors and
mentees who are about to enter a
mentoring relationship.
• Collaborate with other organization
that has a mentoring program to
obtain resources.
• Invite experienced leaders to offer
support with the training.
Mentoring Program
Best Practices
4. Foster a safe
mentoring
environment
• Mentoring guides participants in
personal discovery, one where
feelings, thoughts, & emotions
come into play.
• To gain trust, both the mentor and
mentee must feel safe—safe with
one another.
• When mentors and mentees feel
safe and trust one another, true
and honest transformation can
occur—for both of them.
Mentoring Program
Best Practices
5. Provide mentoring resources
• Create your own library of mentoring
resources and share it with mentors and
mentees as they enter the program. Utilize
technology such as websites and apps.
• PM to create a weekly or monthly newsletter
to be sent out as regular communication to
mentors and mentees focusing on relevant
resources.
• PM should also focus on mentoring program
success story as inspiration and motivation to
keep going.
• Offer face to face meeting to enhance
educational support.
• Invite experienced speakers to give lectures
to help in providing realistic information and
resources.
Mentoring Program
Best Practices
6. Evaluate Results
• PM, Mentor, and Mentees should
all evaluate the program.
• Focus on what worked, what didn’t,
and why.
• Invite an external person to
evaluate as necessary so you can
gain fresh perspectives.
• An experienced mentoring
consultant can fairly evaluate your
program and offer practical
suggestions for improvement.
• Restructure your process
accordingly before your next
program begins.
Mentoring Program
Best Practices
7. Continuous Follow up
and Feedback
• Check in with mentors/mentees 3060-90 day post completion of
program.
• Provide continuous support and
necessary resources.
• Technology can play a huge role in
business mentoring e.g. email,
smart phones, and video
conferencing.
• Re-evaluate the relationship
periodically.
CASE STUDY:
Jewish Home Mentoring
Program
Successfully graduated over
200 nurses
Over 50% are currently in a
higher position - internal or
outside the organization
100% retention for the first
year
90% continue to work and
help even though they work
for another organization
Attracted new nurses to join
because of successful
mentoring program
Thank You for Listening….