Mentoring Oncology Clinical Nurses to Become Nurse Leaders

Transcription

1 Mentoring Oncology Clinical Nurses to Become Nurse Leaders Background Succession planning (RNs nearing retirement age) ONS Chapters & Communities acknowledge the need Nurse Retention/Engagement at organization level Sharing our success as nurse leaders Embrace and value mentoring Share the gift of mentoring with each other Transform how we learn, teach, work, lead, inspire and care for each other as nurses General Overview Mentor Guides and nurtures the growth of others through various stages of their development Treasured gift of learning Mentoring programs can be very valuable to healthcare professionals When appropriate, challenges mentee s ideas/important decisions and strategies Mentor Expert-to-novice model General Overview Takes a special interest in and actively supports development Relationship can develop into an expansive resource of growth, empowerment, and opportunity Provides various aspects of role modeling, precepting, and coaching, but goes above and beyond these A professional friend Freely given gift of interest, time, and involvement (Vance, 2011) Oncology Nursing Society 41st Annual Congress 1

2 General Overview Coach/Advisor Coaching-The catalyst for embracing new learning and change Creates a positive environment for dialogue, appreciative inquiry and empowerment Coaching style creates the positive expectation toward shared goals based on competence and completeness Gives guidance and advice Shares ideas and provides feedback A trainer or tutor who prepares someone for specific skills or examination In coaching, the teaching is highly focused and usually occurs between an expert and a novice (Hargrove, 2008; Vance, 2011) Role Model/Preceptor Role Model Someone who is imitated and followed Preceptor A specialist or expert who guides the practical training and experience (Vance, 2011) Protégé/Mentee Protégé A person who is guided and supported by an older and more experienced or influential person (Oxford dictionary) One who is protected or trained or whose career is furthered by a person of experience, prominence, or influence (Merriam-Webster) Mentee A person who is advised, trained, or counseled by a mentor (Oxford dictionary) 2 Oncology Nursing Society 41st Annual Congress

3 Mentoring Developmental, affirming, & empowering relationship that contributes to personal empowerment, achievement, and professional excellence (Vance, 2011) Elements of Effective Practice for Mentoring Recruitment Screening Training Matching Monitoring and Support Closure National Mentoring Resource Center (2016) Functioning Example: Hospital Identified Needs Identify populations/staff type Staff Engagement/Ownership Pre Survey Forming a committee Education & Training Pilot Roll out Celebrations/Certificate Lessons learn Oncology Nursing Society 41st Annual Congress 3

4 Association Program Oncology Nursing Society/Lilly Oncology Grant Project for chapters Identified Needs Identify chapters for participation Conference Engagement/Ownership Pre Survey Forming a committee with the chapter Education & Training Pilot Roll out Celebrations/Certificate Lessons learn & Next Steps Collaboration & Partnership Nursing Education Human Resource Talent Development Staff/Shared Governance Stakeholders: CNO, Nurse Leaders/Mgrs etc Unit or Service Practice Council Organizations Examples American Organization of Nurse Executives (Leader 2 Leader Program (web base)) American Nurses Association (web base) National Mentoring Organizations (In person/web base) Institutions/organizations (In person) The Health Alliance of MidAmerica (Nurse Mentoring Toolkit) 4 Oncology Nursing Society 41st Annual Congress

5 Clinical RNs Coaching/Mentoring Program Connects clinical nurses from across the units for assimilation, friendship, support, skill development through mentoring and personal relationships Designed specifically to connect new & transferring RNs with experienced RNs Mentorship gives experienced nurses an opportunity to help develop the next generation of clinical nurses and gives the mentees guidance and resources for relationship building as they develop into their role Mentees/Protégés can feel confident and engaged in their development on their units and organization Shared Needs Aim at enhancing: a. Employee engagement, recruitment & retention b. Having a friend at work c. Shared leadership d. Team building e. Healthy work environment What Worked-Organization Example Staff identified Staff own the process Common themes staff identified program will impact: a)nursing turnover rates b)assimilating new staff to unit/organization i.e.: opening of new units c)new graduates professional transition into the RN role Oncology Nursing Society 41st Annual Congress 5

6 What Worked-Organization Example Common themes staff identified (Continued) d) Relationship building e) Healthy work environment f) Trust in workplace setting g) Confidence in clinical practice h) Perceptions of professional role in the hospital setting i) Shared leadership through guidance and support Evaluation: Process for the pilot ophase 1 Pre survey and post survey sent to participants initially and again at the 6 month mark ophase 2: Reevaluated originally defined metrics for outcomes. Looked at selected metrics at month mark: Retention Turnover Evaluation: Process for the pilot ophase 2: Engagement as evidenced by participation in unit based activities ( Shared governance, mentorship program & precepting) ondnqi RN Satisfaction survey o look at RN to RN interactions with the 2015 survey as a baseline 6 Oncology Nursing Society 41st Annual Congress

7 What Worked-Chapters Example Individualized Process Chapter Leads/Facilitators Members involvement Training & Education Grant to help with roll out Examples of the checklist- To Do s for the chapters Measures of Success Survey Measures/metrics Indicators Goals and objectives of the program Ownership Buy-in Celebration Sustaining the Program Ongoing training/education Trying something new Let the members lead the initiative or staff Buy-in Stakeholders What support looks like Oncology Nursing Society 41st Annual Congress 7

8 Coaching/Mentorship Program Start & Maintain Organizations: Identify needs with employees help Identify what is beneficial and how to attain it Maintaining it involve ownership and constant celebration and succession planning & participation A. How? B. What would it take? C. Who should own it? D. How do you know it is successful? Mentoring Design & Implementation Tasks Explicitly defining the purpose of the mentoring program to include identification of the benefits to the participants and to the organization Action plan that ensures visible support for mentoring from top administrators Formally naming or branding the mentoring program or process and deciding on the names of the participants (e.g., mentees, protégés) Identifying current and future potential mentee pools Defining roles and responsibilities of mentoring program participants (Zachary, 2000) Mentoring Design & Implementation Tasks Developing processes for mentees with mentors in alignment with the program Develop/Designing a mentor education and training component Must have a reward, recognition, and celebration of mentoring success aspects of the program Must have an administrative oversight component that includes developing mentoring program policies and procedures and identifying financial resources needed to sustain a viable program Track the program to determine progress and as a mechanism for continuous process improvement 8 Oncology Nursing Society 41st Annual Congress

9 Mentoring Design & Implementation Tasks Determining potential roadblocks and obstacles to a pilot or to full-scale implementation and creating contingency plans to overcome identified obstacles Developing procedures and protocols for developing, recruiting, selecting, and maintaining current and prospective mentors Developing an organizational communication plan to deliver key messages about the initiative Mentoring Design & Implementation Tasks The program must have a roll-out plan, including determining the feasibility of a pilot Have a plan to deal with casualties, for mentors and mentees who did not complete the program to determine their reasons = changes can be incorporated into the next mentoring cycle as needed Successful Mentoring Culture Accountability Alignment Demand Infrastructure Common mentoring vocabulary Multiple venues Reward systems Role modeling Safety net Training and education (Zachary, 2000) Oncology Nursing Society 41st Annual Congress 9

10 Toolkit and Handbook Share resources for program developments Toolkits to help (No need to re-invent the wheel) Developing a handbook and Examples Examples: Handbook Tools Celebration Roll out binders 10 Oncology Nursing Society 41st Annual Congress

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12 Robert Wood Johnson Foundation. (2013). Mentoring: A boon to nurses, the nursing profession, and patients, too. Retrieved from mentoring--a-boon-to-nurses--the-nursing-profession--and-patient.html Spector, P.E. (1985). Measurement of human service staff satisfaction: Development of the job satisfaction survey. American Journal of Community Psychology, 13, University of Alabama at Birmingham. (n.d.). Do s and don ts for mentors and mentees. Retrieved from medicine/obgynresidency/images/pdfs/mentoring_dos_and_ donts.pdf Vance, C. (2011). Fast facts for career success in nursing: Making the most of mentoring in a nutshell. New York, NY: Springer. Vance, C., Olson, K., & Roberta. (1998). The mentor connection in nursing. New York, NY: Springer. Walker, L.O., & Avant, K.C. (2005). Strategies for theory construction in nursing (4th ed.). Upper Saddle River, NJ: Pearson. Yoder, L.H. (1995). Staff nurses career development relationships and self reports of professionalism, job satisfaction, and intent to stay. Nursing Research, 44, Yoder, L.H. (2002). Psychometric testing of a coaching survey. Tacoma, WA: Geneva Foundation. Zachary, L.J. (2000). The mentor s guide. San Francisco, CA: Jossey-Bass. 12 Oncology Nursing Society 41st Annual Congress