Developing a Mentor Program for Nurses

The mentor program would involve a three tier mentorship, this mentorship would involve three employees from different points of careers(early career employees, Mid- career employees , senior - career employees. This mentorship would allow Amanda develop a broader set of skills, an awareness of what is expected in advance positions. This mentorship will also an assistant in the task of indirect and direct learning.

Mentoring involves a manager passing on his/her knowledge and expertise to an employee. Typically, the employee has a mentor who is at management level but not directly involved in his or her work area, so that issue s can be discussed in an impartial and confidential manner.

An advantage of mentoring is that it helps to acclimatise less successful workers to the job and organisational requirements. By having a "go to" person to ask questions, discuss scenarios and generally learn the nuances of the company, the mentee can become a productive member much more quickly and never feel that he has nowhere to turn for help. The mentee can gain the sense of achievement that comes from the mentor's feedback and assessment of his progress. The mentee's quest to gain the mentor's approval can serve as a motivating force to continue to improve his performance. The mentor can gain satisfaction from knowing that she is helping an individual and can take a measure of pride in her accomplishments. For a mentor that has already achieved a great deal of success, she can look at the process as a way of "giving back”.

There are many benefits that could be useful for young adults to have a mentor, according to Blue Sky Coaching (2008). One of many, that personally stands out to me, is business and life skills. I think this is very beneficial because whether you have a career mentor as an employee or a child development mentor, they can help you discover the value of life and teach you things that will take you farther then you would go on your own. This skill is something you can't get from just anyone, they have to know the skill and tell you the do's and don'ts of the process the correct way. It could be a volunteer from an organization, all the way up to the CEO of a large flourishing company, they will show you the way to go. Other benefits include: knowledge and contacts, perspective

Mentors are influential, senior organizational members with advanced experience and knowledge committed to providing perception to a mentee’s career development. A mentor supports a mentee’s views of self within a work role as well as it supports the mentor’s sense of self for the valuable wisdom and experience they have to share.

Mentoring is a process where a more experience person creates a supportive relationship with an inexperienced, mostly younger person with the aim of providing information and advice. The process of mentoring must benefit both parties.

Mentors give you the advantage of learning from someone else’s mistakes. They share the experiences they went through to get to where they are today. By learning about the mistakes and experiences, you no longer need to waste your time. Having a good mentor allows you to find the best and easiest way to almost anything.

Mentoring relationships has its roots beginning in ancient Greek mythology, when Odysseus (a.k.a. Ulysses) entrusted Mentor with his son, Telemachus, while he left to fight the Trojan War. Odysseus, king of Ithaca, left home for 20 years on the famous journey that Homer ccalled the Odyssey. Mentor was responsible for raising Telemachus, shaping his character and helping him make wise decisions as he grew up to be a man. Eventually, Telemachus begins searching for his father, and Mentor joined him. The myth says that the Greek goddess Athena assumed Mentor’s form for the purpose of giving advice to Odysseus (Shea, 1997). Mentor’s name, with a lower-case “m,” has passed into our language as a shorthand term for wise and trusted counselor, advisor, teacher and friend. Mentoring is where a person invests time and energy to help another person grow and learn (Shea, 1997). “Mentor served as a coach, teacher, guardian, protector, and kindly parent. Mentor shared wisdom, promoted Telemachus’s career, and actively engaged him in a deep personal relationship (BOOK – Johnson –Ridley, xxx, p. xv). Like today the mentoring model is pairing a mentor and a mentee where the mentor is a role model and provides direction and guidance.

Mentoring in the workplace can be described as a relationship in which a more experienced colleague uses his or her greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff.

Mentoring takes many forms and has many purposes, however, no uniform definition of mentoring exists (Bochke, 2001). Caffarella (1993) defined mentoring as “intense caring relationships in which person(s) with more experience work with less experienced person(s) to promote both professional

Elmore begins this adventure into mentoring providing us two definitions. The first, later attributed to Dawson Trotman of The Navigators, is strategically investing in the lives of a few people now who will be able to benefit greater numbers in the future (Elmore, 2012, Kindle Locations 137, 349). The second definition he shares gives the process a personal feel, “a relational experience through which one person empowers another by sharing their wisdom and resources” (Elmore, 2012, Kindle Location 144). The succinctness and complexity of these definitions encapsulate the framework to which Elmore returns throughout. The key elements revealed here are relationship, investment, process, focus, empowerment, and multiplication. These elements

Mentorship relationships have demonstrated a capability to improve the recruitment, training and retention of nurses. As leaders, we are challenged with healthcare transformation. In order to meet the demands of our healthcare system, we will need to not only intuitively adapt, but also consider innovative approaches to practice. The implications not only apply to quality of care of patients, but also to the development of future leaders. We will need to rely on the resources and talents we have within our organization in order to foster quality care and employee engagement. Mentoring in nursing can help support these objectives. This paper will review my contribution and advocacy related to taking a stand to promote our nursing future.

It is not an uncommon component of the general human resources functions of most organizations to implement coaching and mentoring programs. Organizations utilize these programs to promote employee growth and to help employee’s develop and learn new skills. The programs are essential sources for advice and directions and help the organization align the goals of the goals of the organization with the professional as well as the personal development of its employees. Not only does coaching programs benefit the employee it also benefits the organization as well, it ca provide a variety of benefits for organizations of any sizes, especially small or start up business, it provides the employee and the organization a formal or informal way to connect, learn and grow within an organization and also as a tool along their own individual career paths.

Smallwood (2016) suggest, women who have broken the glass ceiling and climbed the corporate ladder need to show their experiences and goals with other women. According to Ball (2015), women across the globe are becoming more educated and finding greater opportunity to be financially independent. Women are acquiring leadership roles in the 21st century and are climbing the corporate ladder quicker than any time-period in history. Women are not only climbing the corporate ladder but they are also paving the way for other women. Women need to mentor and help younger women in their career goals. Climbing the corporate ladder and mentor programs are accustomed to Diane Frederick. Diane was asked, “Do you believe mentor/coaching programs are important to the success of leaders especially women? Diane replied (personal communication, February 12, 2008) “mentoring/coaching problems are great but they need to be done on an individual level rather than training. A mentor that has four mentorees is not productive and does not have the same effect.”

I was out of the workforce for many years raising a family. When I reentered the workforce, I assumed a largely human resource role at my current company, a subsidiary of a global corporation. I reported directly to the subsidiary CEO. For the first time I had mentoring with someone who was at least aware of performance and talent management, and the connection to the corporate