Mentoring Survey Question Bank

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1 ing Survey Question Bank The ing Survey Question Bank contains hundreds of questions under several categories which can be included in your mentoring survey design. DEMOGRAPHIC QUESTIONS Description: The following demographic information can be collected at the start of any survey that you produce. Additional demographic questions can be added as necessary. First name Free Text - Surname Free Text - Gender Female Male Age range 30 or younger or older What year did you graduate from medical school? (all years) Did you complete your medical training in Australia o If no, in which country did you complete your training? What term best describes your position in this emergency department? Please tick all aspects of ACEM training that you have successfully completed. SHO PHO ACEM Trainee Registrar Other Trainee Registrar o Please specify college ACEM Fellow Consultant Provision Training Primary Exam Advanced Training o Year 1 o Year 2 o Year 3 o Year 4 Research project 4.10 Paediatric logbook Fellowship exam Length of time at this emergency department Less than 6 months 6-12 months 12 months 2 years 2-5 years 6 10 years 11 or more years Australasian College for Emergency Medicine. Version: Final 2.0

2 NEEDS ANALYSIS QUESTIONS: INTERVIEW/FOCUS GROUP Description: The following sample questions can be used as part of a needs analysis approach that uses focus groups or interviews with staff to understand the needs of a particular group. These statements are intended as a guide only and may be adapted to suit your own organisational context. Adapted from Allan, Finkelstein and Poteet, 2009, Designing Workplace ing Programs: An Evidence-Based Approach What are the strengths of the organisation/department s current systems and processes for employee development and socialisation? ORGANSIATIONAL ASSESSMENT What are the weaknesses of the organisation/department s current systems and processes for employee development and socialisation? What gaps exist? How will a formal mentoring program address any gaps in the organisation/department s current developmental processes? How will it integrate with other existing systems? What objectives and goals will be addressed by a formal mentoring program? What resources are to be committed to the formal mentoring program? Who is going to be the champion of the program? How will he/she/they champion the program? Who will own and administer the program? What units/divisions/functions of the organisation/department s will participate? Based on past experience, what obstacles will this program encounter? How can they be overcome? If an ideal system were to be built, what do you believe would be the key features and characteristics of the mentoring program? Should mentee and/or mentor participation be mandatory? Why or why not? DESIGN ASSESSMENT What issues, goals, needs, etc., should the mentoring program focus on addressing (e.g., employee skill development; socialisation; increasing networks; broadening exposure; retaining employees; giving minority and female employees more visibility)? How long should the mentoring relationship last? How often should mentors and mentees be required to meet? How should they meet (e.g., face-to-face; phone; )? How should the mentoring relationship be monitored? External party? By the pair? How often should they be monitored? What records should be kept (e.g. mentoring agreements; mentoring session summaries etc)? How should the program be evaluated? What should happen if a mentoring relationship encounters problems? Who should be allowed to participate as mentors? As mentees? DESIGN ASSESSMENT Should mentors and mentees be matched together by some external process, or should they pair up on their own? Why do you say this? What characteristics should be considered in matching mentees and mentors? Should mentors and/or mentees be rewarded for their participation? If so, how? What role should mentors and mentees have in determining how their relationship will carry out, what activities they will undertake, how long their relationship will last, and what goals and issues they will address? Australasian College for Emergency Medicine. Version: Final 2.0

3 NEEDS ANALYSIS QUESTIONS: SURVEY QUESTONS Description: The following sample questions and statements can be used as part of a needs analysis approach that uses surveys to understand the needs of a particular group. These statements are intended as a guide only and may be adapted to suit your own organisational context. Question Audience Question Type What do you understand by the term Checklist mentoring? Select all that apply. multiple selection allowed Options A mentee discussing personal and professional goals with a mentor A mentee talking to a more experienced doctor (mentor) about a variety of issues A mentee seeking answers to specific questions (e.g. clinical, migration, career, exams) A mentee being coached on a particular task (e.g. exams) Performance appraisal Counselling Other o Please elaborate (comments box) How would you define mentoring? Free Text - Do you currently consider yourself to have a mentor? Sort of ad hoc basis If Yes, how would you rate your current performance as a mentor? Have you had any formal training in mentoring? Do you believe that further education or training in mentoring could assist you to be a more effective mentor? What topics would be most beneficial to you if you were to be offered mentor training? Checklist multiple selection allowed 1 Very poor 2 Poor 3 Not sure 4 Good 5 Very good Unsure Maybe Developing a mentee action plan Active listening techniques Building rapport and managing the relationship Challenging/difficult conversations Coaching skills Developing reflective practice Developing resilience Ending the mentoring relationship Goal setting process and tools Maintaining mentoring records Managing expectations Skilled questioning techniques The role of mentor Understanding the needs of the mentee Structuring a mentoring session ing related resources What to do if the relationship is not working Other o Please elaborate Australasian College for Emergency Medicine. Version: Final 2.0

4 Do you currently consider yourself to be a mentor? If you previously had a mentor, do you think it was useful? If you have had a mentor previously, why did the relationship end? Select all that apply. I would rate my knowledge of mentoring as the following: Checklist multiple selection allowed In general, my attitude to mentoring is: From what sources have you gained knowledge of mentoring? ing is often described in the following terms. Do you think these statements are True, False or are you Unsure? ing is for special doctors with high potential ing is for doctors who are lagging behind or underperforming Rating for each item Sort of on an informal basis o o Somewhat o If Yes, what aspects of the mentoring did you find useful? If No, why did you not find the mentoring useful? If Somewhat, what aspects did you find useful and what aspects did you find not useful? Never had one t Applicable The goals for the mentoring were achieved Naturally came to an end (e.g. I moved away, the program ended) I felt it wasn t useful There was no purpose to the mentoring relationship I felt I needed someone who would challenge me or stretch me more The mentor seemed disinterested I didn t really gel with the mentor that I was matched with I chose my mentor but we didn t really get along well 1 No Knowledge 2 Poor 3 Moderate 4 Good 5 - Excellent 1 Very Negative 2 Negative 3 Neutral 4 Positive 5 Very Positive Personal experience of mentoring Observation of others Reading (not internet) Internet Peer discussion Involvement in a formal mentoring program as a mentor Involvement in a formal mentoring program as a mentee Formal educational institution Other o Please elaborate 1 Strongly Disagree 2 Disagree 3 Neutral 4 Agree 5 Strongly Agree

5 ing is for doctors with personal problems ing is effective for developing a doctor s potential Informal mentoring is superior to formal mentoring ing is the responsibility of the DEMT How would you rate your current understanding of the role of mentor? I would regard my previous experience with mentoring as: My prior experience as a mentor within a formal mentoring program is: In relation to current mentoring practices at this emergency department, do you think the following statements are True, False or are you Unsure? ing in general occurs to a satisfactory level The current level of informal mentoring is adequate Junior doctors have adequate access to mentoring Consultant emergency physicians have adequate access to mentoring Please elaborate on your response to the question above Please rate yourself in the following areas (1=Poor, 5 = Excellent): Asking questions that elicit insight Asking questions that elicit self reflection Challenging/stretching the mentee Establishing rapport and trust with your mentee Giving effective feedback Having challenging/difficult conversations Active listening skills Receiving effective feedback Supporting a mentee to identify their areas of strength Supporting a mentee to identify their areas of improvement Supporting a mentee to reflect upon their changed practice For the areas that you have rated the lowest, what are your reasons for your selection? for each item Free Text - 1 Very poor 2 Poor 3 Not sure 4 Good 5 Very good 1 Nil 2 Minimal 3 Limited 4 Satisfactory 5 Extensive 1 Nil 2 Minimal 3 Limited 4 Satisfactory 5 Extensive True False Unsure for each statement Free Text -

6 Please respond to the following statements about the current mentoring culture in your workplace. 1=Strongly Disagree, 5=Strongly Agree There is a shared understanding of what mentoring looks like in my workplace I have a positive view of the mentoring culture in my workplace How would you describe the mentoring culture in your workplace? Free Text - Do you currently have a mentee at <ED name>? If Yes, how long have you been allocated this mentee? If Yes, how many times have you had scheduled (arranged prior) meetings with your mentor? Select 0 if never met. Do you feel this frequency is enough to be of value to the mentee? What meetings do you find most useful? Who predominantly makes contact to arrange meetings? How often do you have unscheduled meeting about mentoring issues with your mentee (e.g. corridor conversations). Select 0 if never met. What topics do you feel comfortable discussing with your mentee? Checklist multiple selection allowed 1 Strongly Disagree 2 Disagree 3 Neutral 4 Agree 5 Strongly Agree t formally, but I do mentor others I m not sure <12 months 1-2 years 3-4 years >4 years t sure , I would prefer to meet more often, I would prefer to meet less often Scheduled o Please elaborate Unscheduled o Please elaborate You Your mentee Fairly equal Career Development Career Satisfaction Clinical issues Communication issues Critical incidents Exam preparation Fellowship training (not exam) Financial decisions Personal / Family issues Professionalism Research Rotations Staff interactions Work / Life balance

7 How interested are you in being a mentor in a formal workplace mentoring program? In the case of a formal workplace mentoring program, would you prefer that the mentee selects you as their mentor themselves, or that one is selected for you as part of a mentor matching process? Please elaborate on your response to the question above. Free Text - Do you currently have a mentor at <ED name>? If Yes, how long have you been allocated this mentor? Do you feel this frequency meets your needs? How often do you have unscheduled meeting about mentoring issues with your mentee (e.g. corridor conversations). Select 0 if never met. What meetings do you find most useful? Who predominantly makes contact to arrange meetings? If Yes, how many times have you had scheduled (arranged prior) meetings with your mentor? Select 0 if never met. How interested are you in being mentored in a formal workplace mentoring program? In the case of a formal workplace mentoring program, would you prefer to choose your own mentor, or to have one allocated as part of a mentor matching process? Please elaborate on your response to the question above. Free Text - Other o Please specify t very interested Somewhat interested Very interested chooses me themselves Have a mentee allocated to me Don t mind t formally, but I do have someone that I consider to be a mentor I m not sure <12 months 1-2 years 3-4 years >4 years t sure, I would prefer to meet more often, I would prefer to meet less often Scheduled o Please elaborate Unscheduled o Please elaborate You Your mentee Fairly equal t very interested Somewhat interested Very interested Choose my own Have one allocated Don t mind

8 Were you aware that <ED name> had a mentoring program when you applied to work here? Applicable if has worked at the ED for more than 6 months When you commenced employment at <ED name>, what effect did the mentoring program have on how welcome you felt? What influence does the current mentoring program have on your satisfaction with working at <ED name>? How happy are you working at <ED name>? Please elaborate on your response to the question above. Do you have any comments about the current mentoring program at <ED name>? Free Text - Free Text - 1 Very unwelcome 2 Unwelcome 3 Indifferent 4 Welcome 5 Very Welcome Not Applicable 1 Not influenced 2 Somewhat influenced 3 Indifferent 4 Moderately influenced 5 Very influenced Not Applicable 1 I love it 2 I like it 3 I am indifferent 4 I dislike it 5 I loathe it

9 EVALUATIVE QUESTIONS Description: The following sample statements and questions can be used as part of an evaluation of your workplace mentoring program as a way of determining the effectiveness of the mentoring relationships and the program itself. Select any questions from the list and/or add your own. Compliment the quantitative questions with open questions to gather qualitative data about the effect of your workplace mentoring program. Adapted from Marofasky and Johnston, 2001, Getting Started With ing, ProGroup Note: Ratings are 1 (strongly disagree) 5 (strongly agree) The goals and objectives of the mentoring program were clearly defined I felt supported in this mentoring program from my supervisor. The structure of the program made it easy to perform my role in the mentoring relationship. The program requirements were just right. THE PROGRAM The time commitment for the mentoring was just right. The match between my mentoring partner and I worked. I believe the program will benefit the emergency department. I felt supported by the Program Coordinator. I had a good understanding of how the mentoring would work before I met with my mentoring partner. I was provided with the resources and materials I needed to make the most of the mentoring relationship. The overall expected outcomes for the program were realistic. The program worked for me. The match between my mentoring partner and I met my needs. We have met regularly. We came to each session prepared to use the time effectively. We had a shared understanding of the purpose of the mentoring relationship. THE MENTORING RELATONSHIP We had a shared understanding of our roles and the expectations and ground rules for the relationship. We were confident about what to do when we started. We used a set structure in our mentoring sessions. My mentor understood what I was saying. My mentee understood what I was saying. I experienced learning and growth during the process. We were open and honest with each other. We had meaningful conversations. My mentor offered guidance and knowledge. My mentor asked questions that helped me my own solutions to the challenges I faced.

10 My mentor challenged me in a constructive way My mentor could be called a "developer of people." My mentor was a good role model. My mentor was a good listener. My mentor asked great questions that helped me to reflect. My mentee shared concerns and asked good questions. My mentee taught me things about myself. The mentoring relationship was valuable learning experience. We evaluated the effectiveness of the mentoring at regular points along the way. This relationship will continue beyond the formal process. BENEFITS AND LEARNINGS NARRATIVE QUESTIONS As a result of this mentoring relationship: I have grown as an emergency physician. I feel better about my career in emergency medicine. I feel more concerned about my career. I feel more a part of the emergency department. I feel it was worth my time and effort. Developmental areas were identified and a mentoring plan was developed. This experience increased my effectiveness as an emergency physician. Rating The goals set for the mentoring along the way were achieved. I want to remain working in emergency medicine as a result of the mentoring The mentoring experienced helped me to be more satisfied in my job. I have been able to apply what I learnt from the mentoring relationship to my day-to-day work Recall and describe your initial understanding of mentoring. Free text - How has your understanding of mentoring changed after engaging in a mentoring relationship? What has changed for you in terms of your knowledge, skills and attitudes as a result of the mentoring relationship? Select one or two of your experiences in the mentoring relationship and describe the impact it has had on you at work. Free text - Free text - Free text - What did you learn as a result of the mentoring process? Free text - What did you learn from your mentor? Free text - What did you learn from your mentee? Free text - What has been the greatest benefit you received from this experience? Free text - What were the greatest challenges? Free text - What conversations still need to take place? Free text -

11 What was the most significant learning for you as a result of the mentoring relationship? Free text - Please provide specifics about the mentoring relationship: What were the strengths of the mentoring relationship? Free text - What could be improved? Free text - What recommendations do you have which would improve the mentoring relationship? Free text - Please provide specifics about the mentoring program: What were the strengths of the program? Free text - What could be improved? Free text - What recommendations do you have which would improve the program? Free text -

12 ORGANISATIONAL HEALTH QUESTIONS Description: The following sample statements can be used as part of an evaluation of your organisation s health. Select any questions from the list and/or add your own. These statements have been drawn from a range of organisational health surveys and are intended as a guide only. Note: Ratings are 1 (strongly disagree) 5 (strongly agree) The organisation s/department s goals and objectives are clear to me Employees have a shared understanding of what the organisation/department is supposed to do. ORGANISATIONAL DESIGN Roles and responsibilities within the group are understood. Clear reporting structures have been established. Employees at this organisation/department have the right skill sets to perform their job functions. The goals of this organisation are clearly stated I am personally in agreement with the stated goals of my work department. I understand the purpose of this organisation/department. The priorities of this organisation/department are understood by its employees. I have enough input into deciding my work goals I gain satisfaction from my current job responsibilities My skills and abilities are fully utilised in my current job I have the opportunity to further develop my skills and abilities I find that I am challenged in my current job role INDIVIDUAL JOB CHARACTERISTICS CO-WORKER REATLIONS My work adds value to the organisation/department My job makes good use of my skills and abilities I feel that I am able to suggest ideas to improve our ways of doing things Working here makes me want to do the best job I can The right amount of approvals are required for routine decisions I have sufficient control over my work so I can do my job well At my workplace I am able to positively influence the way we do things at work, including how we work with each other and how we behave My immediate supervisor has ideas that are helpful to me and my work group I have the information that I need to do a good job This organisation has adequate mechanisms for binding itself together Other work unit are helpful to my work unit whenever assistance is requested This organisation s planning and control efforts are helpful to its growth and development I feel my input is valued by my peers Knowledge and information sharing is a group norm across the organisation/department Employees consult each other when they need support

13 Individuals appreciate the personal contributions of their peers When disagreements occur, they are addressed promptly in order to resolve them The people I work with are willing to help each other even if this means doing something outside of their usual job In my team we generally acknowledge one another s efforts and achievements People in my team are honest and open My team resolves conflict quickly Morale is good in my team My relationship with my supervisor is harmonious I can always talk with someone at work if I have a work related problem My relationship with members of my work team are friendly as well as professional I have established the relationships that I need to do my job properly. There is no evidence of unresolved conflict in this organisation/department I feel valued as an employee I enjoy being a part of this organisation Employees have a good balance between work and personal life Morale is high across the organisation Employees speak highly across the organisation BEING VALUED AND REWARDED DIRECT SUPERVISOR I believed I am valued for what I can offer at my workplace In my workplace, we recognise our successes and innovations Staff are treated respectfully regardless of their job I have received the appropriate training and development to do my job effectively I am given the opportunity to complete my annual mandatory training requirements as a part of my every day work I am encouraged to take opportunities to learn new skills and have new experiences My job offers me the opportunity to grow as a person. The pay scale and benefits of this organisation/department treat each employee equitably The opportunity for promotion exists in this organisation/department The salary that I receive is commensurate with the job that I perform All tasks to be accomplished are associated with incentives My supervisor makes sure I have clear goals to achieve My supervisor gives me helpful feedback on how to be more effective My supervisor listens to my ideas and concerns My supervisor serves as a positive role model for me I believe that my supervisor appreciates the work I do My supervisor recognises and acknowledges when I have done my job well

14 My supervisor treats all staff in my team fairly My supervisor ensures that when issues are raised in the team, they are addressed My supervisor treats me with respect I receive regular and constructive feedback on my performance Overall, I have confidence in the decisions made by my supervisor My supervisor is supportive of my efforts The leadership norms of this organisation/department help its progress The organisation s/departments leadership efforts result in the organisation s fulfilment of its purposes It is clear to me whenever my supervisor is attempting to guide my work efforts I understand my supervisor s efforts to influence me and the other members of the team Hospital administration/senior management sets high standards of excellence HOSPITAL ADMINISTRATION/SENIOR MANAGEMENT Hospital administration/senior management encourages collaboration across the organisation Hospital administration/senior management treats employees fairly I trust the information that I receive from hospital administration/senior management I believe hospital administration appreciates the work I do Hospital administration/senior management at my workplace are aware of the issues I face in my job Hospital administration/senior management at my workplace have a clear direction for the future Hospital administration/senior management at my workplace lead by example in creating a positive workplace There is a positive relationship between hospital administration/senior management and staff in my workplace Overall, I have confidence in the decisions made by my hospital administration/senior management I receive the information I need to perform my job well I am clear on how my job supports the department s/hospital s overall objectives When I need help, I can ask others in my work group for suggestions or ideas COMMUNICATION Interpersonal communication and relationships contribute to organisational performance Our face-to-face meetings are productive I am kept well informed about what is happening in my workplace I have a say in decisions which affect my work I think it is safe to speak up and challenge the way things are done Where I work, we share the lessons learnt when mistakes are made I am aware of the strategic direction of the organisation I work for

15 I am aware of how my work contributes to the overall strategic objectives of my organsiation I am clear on how best to perform my work tasks Everyone here takes responsibility for their actions Work tasks are completed on time WORKPLACE STRUCTURES & PROCESSES My work group operates effectively as a unit We use efficient work processes when performing our jobs I have confidence in the processes that my workplace uses to resolve staff conflict I am able to achieve a healthy work/life balance most of the time There are mechanisms in place to support me if I experience stress or pressure Reasonable expectations are placed on staff according to their position My workplace is proactive in minimising potential violence/abuse from others The division of labour in this organisation is flexible The division of labour in this organisation is intended to help it reach its goals The manner in which work tasks are divided is a logical one The structure of my work unit is well designed The division of labour in this organisation actually helps it to reach it goals.

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