Dissertation on Retention

Watt, L. (2004). Mentoring and coaching in the workplace: an insight into two leading leadership

This report will determine the value of coaching and mentoring; highlight some factors to consider when developing coaching and mentoring and show models and methods

"Mentoring is a special quality, skill set and attitude," she says. "The benefits are not only between the mentor and mentee, but the future generations."

Mentoring may be considered as a tool to support the ongoing development and success of people undertaking a new role or new within the organisation altogether. As a means of introduction to my workplace the Boatswains Faculty, which is a sub organisation of Training Authority Maritime Warfare (TAMW) within the Royal Australian Navy (RAN) new staff go through an induction period to ensure they hold the necessary knowledge and skills to teach. Throughout this essay, I will refer to correspondence with a mentee, mentor and supervisor within my workplace. I have changed the names of the correspondence for privacy reasons. I will analyse the mentoring scheme its strengths and weaknesses, and the perceptions of those interviewed on its effectiveness, my mentoring progress and strategies for the ongoing development of my roles as a mentor.

As well as reveal how the effective mentoring experiences can be utilized to create tailored mentoring program for specialized populations. The researcher expected the results of the data collection and analysis to add to the existing body of literature from an African American woman’s perspective on the impact of mentoring in higher education. More significantly, the study revealed the mentees career development needs, expectations, and the impact their mentor’s influence had on their careers. These components are vital to understanding and providing suggestions for future African American women seeking leadership

The Closing Bell Speaker Series “Iron Sharpens Iron”: Why Mentoring Matters So Much was presented by Forest Harper. Forest Harper is the current Chief Executive Officer and President of INROADS Inc. Harper grew up in a poor neighborhood in Fort Pierce, Florida. In high school, Harper was a star athlete in his high school’s Army ROTC program. He attended Morgan State University on a football scholarship. His plan was to become a professional football player. He suffered two knee injuries that ended his football career. He graduated from Morgan State University with a Bachelors of Arts in Social Work. After graduation, he joined the Army and served as a Lieutenant. He spent six years in the Army and rose up to the position of Captain. After the Army, Harper participated in the Executive Leadership Training program at Harvard University. Before becoming the president of INROADS, Harper worked at Pfizer for twenty-eight years. He started as a pharmaceutical sales representative and later became the Vice President of Capability Development in Worldwide Public Affairs and Policy. He was the only African American in his division. This fact inspired him to join INROADS and become a mentor to minority college student. His goal is to help get as many minority college students into the industry they choose. Harper’s own mentor is his uncle Walter Crenshaw, the oldest documented Tuskegee Airman.

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.

Share information, experiences and give and receive advices and guidance.it is to create a positive influence on staffs professional work resulting from the relationship.

There are special laws and regulations that will set the rules on how to manage records and clear retention schedules, but most state laws are usually who govern how long medical records will be retained. Regarding retention requirements, it all will be related to the organization’s needs. In a high risk facility the retention periods might be longer than in a small community hospital that is expected just to reach the minimum requirement, so regulations will provide specific time frames. The Texas Medical Board’s rule 165.1(b), directs physicians to retain medical records seven years, counting from the date of last treatment. In the case of a patient younger than 18 years old, these records are going to be kept until the patient reaches age 21, or for seven years after the last treatment, whichever is longer. Additionally, if the medical records are related to any civil, criminal, or administrative

The EMU library databases were used to search the journal articles which stated various strategies for improving patient retention in pediatric clinical trials. Scholarly articles were the main focus of the search. The databases like Business - Scholarly & Trade (formerly ABI/INFORM), CINAHL (Cumulative Index of Nursing and Allied Health Literature), Gale Virtual Reference Library and Pub Med were found to be useful in the search. The search was refined by year of publication from 2006 to 2016 to get the data from the last 10 years. Effective retention strategies will be studied in-depth and analyzed to evaluate the most effective retention strategy in pediatric clinical trials. In this research project, new to me was the

The importance of mentor-protege relationships is a fulfillment of both career and psychosocial functions. In this relationship mentors involves educational, occupational, physical, social, and spiritual development and was based on a high degree of mutual affection and trust. (Greenhaus 2011) In ones early career, studies has shown that individuals that has had mentoring in the earlier stages of their career are: making more money, were better educated and were more likely to follow a career plan than those who had not established a relationship with a mentor. (Greenhaus pg. 212)

Mentorship is very important in the workplace especially in the area of training and development. The mentor-protégé relationship is a much needed relationship that begins in the early career stage and this relationship involves the current or new employees and the supervisor or other colleagues that provide work-related guidance. The relationship itself is comprehensive and involves “educational, occupational, physical, social, and spiritual development” (Greenhaus,, Callanan, & Godshalk, 2010, p 211). One of the initial task of the early career the establishment of the career field which involves the gaining of the workplace competence, learn what is needed to excel in the organization, and to gain acceptance in the workplace to be recognized as the valued employee. There are many ways of achieving the above mentioned advantages in the workplace which one main method is through the use of the mentorship program.

This essay will start by defining mentoring, and giving a brief understanding of mentoring. This essay will then go on to identify and evaluate a number of key factors that may influence the effectiveness of a mentoring relationship. This essay will focus on the example of mentoring within schools and a learning mentor to be more specific.

Attached is the proposal to implement a mentoring program at Anderson, Lower, Whitlow P.C. In early summer, ALW hired fifteen recently graduated individuals and 12 have already taken positions at other firms. There needs to be a system in place to develop and foster relationships for these individuals within the firm. This firm has a high turnover rate of new hires; currently, the turnover rate is 85%. Firms that are considered the Big Four are offering mentoring programs that make their employees invested in the company’s future. Unfortunately, if ALW does not start to compete with this issue, more employees will be lost to the Big Four Firms.

From the organisations standpoint mentoring is a cost effective way of training and developing new staff, and it helps retain existing staff by giving them more responsibility. It is argued that with the underlying causes behind facilitated mentoring lying in cost effectiveness, does this underlying tenet prevent a real chemistry existing between the mentor and the mentee.