THE current healthcare environment has

Crit Care Nurs Q Vol. 29, No. 3, pp. 248 252 c 2006 Lippincott Williams & Wilkins, Inc. Mentoring A Staff Retention Tool Mary Louise Kanaskie, MS, RNc, AOCN Staff retention presents a common challenge for hospitals nationwide. Mentorship programs have been explored as one method of creating environments that promote staff retention. Successful achievement of nurse competencies identified in the Synergy Model for Patient Care can best be achieved in an environment that encourages and facilitates mentoring. Mentoring relationships in critical care provide the ongoing interactions, coaching, teaching, and role modeling to facilitate nurses progression along this continuum. Mentoring relationships offer support and professional development for nurses at all levels within an organization as well as an optimistic outlook for the nursing profession. Key words: competency, mentor, orientation, preceptors, staff retention THE current healthcare environment has led nursing professionals at all levels seeking answers to the best strategies for recruiting competent staff and retaining them as long as possible. Recruitment efforts have included improved orientation processes, preceptor programs, and innovative graduate nurse internships. At the same time, the nursing community recognizes the undisputed value of a workplace environment that fosters professional growth. Establishing formal mentor relationships among staff is one method that offers the support and nurturing that is needed for novice nurses to succeed. In addition, mentoring relationships offer support and professional development for nurses at all levels within an organization as well as an optimistic outlook for the nursing profession as a whole. In recent years, the nursing profession has considered mentoring an important link to professional practice. Concerned nurses seek answers that will help others grow in the profession and to find fulfillment in the From the Penn State Milton S. Hershey Medical Center, Hershey, Pa. Corresponding author: Mary Louise Kanaskie, MS, RNc, AOCN, Nursing Education and Professional Development, Penn State Milton S. Hershey Medical Center, Hershey, PA 17033 (e-mail: mkanaskie@psu.edu). 248 work they have chosen. The literature suggests that mentoring relationships may be the key to nurses success in practice and is further linked to professionalism and maintaining quality standards. 1 There are many interpretations of the term mentor. Some of these include teacher, coach, advisor, friend, and counselor. Confusion is created when the term mentor is used to describe the preceptor role. Confusion may develop because mentors and preceptors do share some of the same roles. The primary roles of a preceptor are educator, role model, and socializer. 2 Fawcett makes the distinction that a mentor implies a long-term relationship between people whereas a preceptor implies a teaching relationship. 3 A preceptor is generally assigned for a set period of time to assist a new employee to orient to a job or new role. This teaching role ends when the novice is able to perform independently. In contrast, a mentor and a mentee are generally not assigned to one another but mutually establish the relationship. Mentors are often those individuals who possess the qualities that others want to emulate. They may be individuals who work together within a unit or they may be role models who are observed from a distance. These individuals often possess the knowledge, clinical skills, professionalism, or leadership skills that the mentee seeks. The mentor s role has a much broader scope than

Mentoring A Staff Retention Tool 249 preceptor s and includes career introduction, guidance, and inspiration. 4 When nurses talk about others who have been mentors to them, they often describe the relationship as one that emerged naturally from the right chemistry. Both parties connected. Some credit their decisions to change jobs, return to school, and seek new opportunities within the profession on their relationship with a mentor. The literature supports these anecdotal accounts and observations. Several authors describe the relationship and the dynamics of the relationship in order to clarify the role. 5 8 Roman describes a successful mentor as one who helps the mentee recognize her or his strengths and weaknesses, encourages the mentee to establish goals for further performance improvement, monitors and reviews progress in achieving identified goals, identifies problems that may be affecting progress, generates an action plan for dealing with identified problems, and assists the mentee in realizing her or his full potential. 9 Mentoring relationships exist in an environment that is nurturing and supporting staff as they develop new skills and knowledge. These relationships encourage inquiry and critical thinking. Encouraging the mentee s growth in a nonjudgmental environmental and explicating appropriate risk taking are essential components of mentoring. 10 These types of relationships are needed to stimulate ideas and creativity, to awaken and challenge abilities, and to achieve future goals. 7 CHARACTERISTICS OF EFFECTIVE MENTORS Effective mentors possess the following characteristics: patience, enthusiasm, knowledge, a sense of humor, and respect. 3 Patience is essential in recognizing that all things take time and that learning a new skill requires repetition. Patience is needed in recognizing that readiness to learn is a concept that applies not only to patient education but also to staff education. A mentor should possess enthusiasm about the workplace and the roles and guides the mentee in a positive manner. Staff nurses who are mentors have knowledge of all the aspects of the staff nurse job in a specific clinical unit. Mentors in other roles may have expert knowledge related to a specific patient population or nursing specialty. A sense of humor is another quality of effective mentors that is helpful in all situations. Taking your work seriously, but not yourself too seriously, can provide much needed relief from otherwise stressful situations. Lastly, respect of peers is a common trait among successful mentors. Respect is given freely because of the mentor s competency, knowledge, flexibility, open-mindedness, and willingness to learn and change. 3 In general, effective mentors are people oriented and good listeners, have a genuine desire to share their knowledge, face challenges positively, utilize effective coping methods when in stressful situations, view themselves as teachers, and are able to support others without taking charge. 11 Effective mentors develop a rapport with the mentee who is open and honest. This relationship is built on trust and enables the mentee to take risks in asking questions and offering suggestions, express their uncertainty, feelings of inadequacy, strengths and weaknesses, as well as sharing thoughts and ideas. 12 CHARACTERISTICS OF SUCCESSFUL MENTEES Mentees play a key role in the success of the relationship. It is the expectation that mentees are open to receiving help and guidance, and have a strong commitment to their career and competence, a strong self-identity, and initiative. 7 Bensing offers these tips to mentees to get the most out of the mentor relationship: know thyself so that you can clearly articulate your career goals, actively target different types of mentors, be bold and ask for help, have something to give back, believe you are worthy of a mentor and exude that self-confidence. 13 Knowing thyself may include knowing what it is you want or need from the relationship. 14 Some may be seeking

250 CRITICAL CARE NURSING QUARTERLY/JULY SEPTEMBER 2006 advice on the proper path to reach a career goal. Others may seek advice on courses of study that would best qualify them for a position or practice role. Some may want to emulate the same degree of knowledge or confidence in their professional practice that they observe in the mentor. GENERATIONAL MENTORING Whether a Baby Boomer (1943 1960), a Generation X (1960 1980), or a Generation Next (1980 1999), understanding another s point of view and values is an important step in developing an effective mentoring relationship. Stewart identifies these key points to Generational mentoring: 1. Mentoring is a valuable method that can be used to integrate novice or previously disengaged staff members into an organization. 2. Understanding and using generational diversity to mentor individuals is important to the organizational integration process. 3. Capitalizing on generational characteristics and discovering ways to address those needs can improve staff retention. 12(p119) Mentors should provide opportunities for Generation Xers to use their innovativeness and independence as they take on new tasks. This generation responds well to prompt feedback and reinforcement of their efforts. Although the Generation Nexters lack clinical experience, they are experienced in information technology as a tool for lifelong learning. This is the generation that has completed much of its academic work online. Encouraging this generation to share this expertise with its colleagues will provide positive feedback and encourage an atmosphere of team building. 12 Boychuck Duchscher describes this relationship as reverse mentoring when the experienced boomers learn from the newest of nurses how to use and benefit from the latest technology. 15 Mentors and managers should encourage the Nexters to participate in work groups, on projects, and on committees that they understand and can embrace. 12 BENEFITS OF MENTORING The benefits of mentoring are widespread. Organizations, mentees, and mentors all gain from the mentorship experience. Organizations and units benefit by developing potential leaders from within the institution. Organizations benefit from mentoring relationships that foster commitment, retention, and teamwork. 11,16 Units benefit from mentees establishing a clear understanding and appreciation for the values within a unit. Mentoring helps clarify these values in a trusting relationship. One example of this is identifying priorities in patient care. The new nurse may focus on the task of administering medication and may not communicate effectively to the patient and family. The mentor may demonstrate how to attend to the task at hand while effortlessly incorporating patient teaching. 11 Mentees develop confidence and opportunities for professional growth. They learn from the insights of experienced mentors and benefit from hearing about the patient care encounters and feelings experienced by the mentor. Mentors benefit from the satisfaction of helping a colleague begin his or her career, choose a new career path, or reach a desired goal. Nevidjon refers to this as reciprocity in mentorship. Nurses who like to mentor others feel the joy in helping another. 17 MENTORING PLAYS A VITAL ROLE IN THE IMPLEMENTATION OF THE SYNERGY MODEL The core concept of the AACN Synergy Model for Patient Care is that the needs or characteristics of patients and families influence and drive the characteristics or competencies of nurses. Synergy results when the needs and characteristics of a patient, clinical unit or system are matched with nurse s competencies. 18 The nurse competencies identified in the model include

Mentoring A Staff Retention Tool 251 clinical judgment, advocacy and moral agency, caring practice, collaboration, systems thinking, response to diversity, facilitation of learning, and clinical inquiry. Clinical judgment, which includes clinical decision-making, critical thinking, and integration of evidenced-based practice guidelines, requires the guidance and role modeling of expert nurses. Advocacy and moral agency involves serving as a moral agent in resolving ethical concerns within the clinical setting and requires the guidance of expert nurses to model these behaviors. Expert nurses serving as mentors can demonstrate the caring practices that create compassionate, supportive, and therapeutic environments for patients and staff. Collaboration with patients, families, and all members of the healthcare team is best learned from the teaching and coaching of a mentor. Learning to develop, integrate, and apply systems thinking to manage resources for patients and families is facilitated through mentoring. Responding to diversity with sensitivity and appreciation that is incorporated into the plan of care is best achieved through the coaching of a mentor. Facilitation of learning for patients, families, and fellow staff members by creatively modifying programs is best learned from an expert teacher. Lastly, clinical inquiry is best encouraged and cultivated in an environment that encourages and facilitates mentoring. As nurses develop from novice to expert, the characteristic behaviors exhibited at each level vary in their complexity. Mentoring relationships in critical care provide the ongoing interactions, coaching, teaching, and role modeling to facilitate the nurse s progression along this continuum. WHAT HOSPITALS CAN DO For hospitals to be successful in staff retention, it is vital to create quality orientation programs, develop quality preceptors, address the issues of new hires, and value the concept of mentoring. 16 Internships for graduate nurses that pair the graduate with an experienced nurse preceptor can result in positive outcomes for the graduate, the unit, and the hospital. Internships can provide the opportunity for the graduate nurse to take the knowledge they have acquired through educational preparation and transfer it into clinical practice. The graduate nurse begins to develop critical thinking and decision-making skills to guide their practice as they observe and enter into dialogue about patient care with an experienced preceptor. When wellfunctioning teams exist, the intern becomes socialized into the unit structure where they can derive a sense of comfort and security. They develop confidence in an environment that is nonjudgmental and committed to the development of each member. They become competent members of the team, adhering to the values of the unit and contributing to the established quality care standards. 1 Some preceptor-intern relationships develop into mentoring relationships as a normal progression. Some find new mentors in those they work with closely on a daily basis or in those who serve as a role model for them related to their clinical expertise, professionalism, or achievements. Nurses who have completed orientation and are competent members of the team are sometimes vulnerable to job dissatisfaction. They may be looking for a role model, a counselor, a career advisor, or a confidante. The challenge for nursing departments is to create environments that will continue to nurture, challenge, and provide professional satisfaction. It is recommended that the more the staff can assist with mentoring on the unit, the more a sense of community will evolve. 19 In some instances, formal mentoring programs have been designed to meet this need and to improve the retention of nurses. Some have demonstrated that mentees in the program experience increased self-confidence, optimism about the future, acquisition of critical thinking skills, and experiences that confirm and support self-actualization. 20 Mentoring can foster better relationships between management and staff and be an excellent staff retention tool. 4 A mentor listens, counsels, affirms, encourages, and helps

252 CRITICAL CARE NURSING QUARTERLY/JULY SEPTEMBER 2006 the novice develop expert skills and provide career direction. In addition, mentors can inspire, challenge, support, and befriend the mentee. 21 It is difficult to assign mentors and mentees because mentoring is informal by nature. 4 Common interests and the right chemistry between two individuals can lead to successful matches. Nurse leaders can be excellent mentors because they often have varied experiences, advanced education, and knowledge of the organization and its resources. Nurse leaders can share a broader perspective of issues from their involvement in professional nursing organizations. They are also in an excellent position to identify potential protégés. Mentoring can be an effective tool for retaining nurses and in advancing the profession. All nurses can and should answer the call to mentor another nurse. Identify your strengths, areas of expertise, and the unique contributions that you make to others. Look for potential in others and identify ways to extend yourself as a mentor. REFERENCES 1. Ronsten B, Andersson E, Gustafsson B. Confirming mentorship. J Nurs Manag. 2005;13:312 321. 2. Alspach J. Preceptor Handbook. Annapolis, Md: American Association of Critical-Care Nurses; 2000. 3. Fawcett D. Mentoring what it is and how to make it work. AORN J. 2002;75(5):950 954. 4. Shaffer B, Tallarico B, Walsh J. Win-win mentoring. Dimens Crit Care Nurs. 2000;19(3):36 38. 5. Tracey C, Nicholl H. Mentoring and networking. Nurs Manag. 2006;12(10):28 32. 6. Owens J, Patton J. Take a chance on nursing mentorships enhance leadership with this win-win strategy. Nurs Edu Perspect. 2003;24(4):198. 7. Greene M, Puetzer M. The value of mentoring: a strategic approach to recruitment and retention. J Nurs Care Q. 2002;17(1):63 70. 8. Carroll K. Mentoring: a human becoming perspective. Nurs Sci Q. 2004;17(4):318 322. 9. Roman M. Mentors, mentoring. Medsurg Nurs. 2001;10(2):57, 59. 10. Andersen M, Kroll B, Luoma J, Nelson J, Shemon K, Surdo J. Mentoring relationships. Minn Nurs Accent. 2002;74(4):24 29. 11. McKinley M. Mentoring matters: creating, connecting, empowering. AACN Clin Issues Adv Pract Acute Crit Care. 2004;15(2):205 214. 12. Stewart D. Generational mentoring. J Contin Educ Nurs. 2006;37(3):113 120. 13. Bensing K. Not just for CEOs. ADVANCE Nurses. 2006;8(12):14. 14. Jones J. Career mentor. Emerg Nurs. 2004;12(2):34 35. 15. Boychuck Duchscher J, Cowin L. Multigenerational nurses in the workplace. J Nurs Adm. 2004;34(11): 493 501. 16. Block L, Claffey C, Korow M, McCaffrey R. The value of mentorship within nursing organizations. Nurs Forum. 2005;40(4):134 140. 17. Nevidjon B, ed. The Power of Presence. Pittsburgh, Pa: Oncology Nursing Society; 2001. 18. The AACN Synergy Model for Patient Care. Available at: http://www.certcorp.org/certcorp/certcorp.nsf/ vwdoc/synmodel?opendocument. Accessed May 30, 2006. 19. Guhde J. When orientation ends... supporting the new nurse who is struggling to succeed. J Nurs Staff Dev. 2005;21(4):145 149. 20. Pinkerton S. Mentoring new graduates. Nurs Eco. 2003;21(4):202. 21. Hayes E. Approaches to mentoring: how to mentor and be mentored. J Am Acad Nurse Pract. 2005;17(11):442 445.