Importance of a mentorship program and a succession plan
The most important driver of organizational performance is strong leadership. A robust talent management program and a well-built succession planning system are important in the development and the maintenance of strong leaders. The health care industry is both complex and very dynamic; therefore, it requires a well-structured succession planning and an efficient talent management system.
An effective mentorship program and succession plan are crucial because the leaders in the health care industry are faced with high demands to make significant transformations in their organizations so as to match the pressures of providing cost-effective and high-quality care (Shanbhag, et al.,2016).
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It also creates informal bonding and mentoring atmosphere for the new employees. Mentorship eases out the professional and personal problems of the employees by the help of senior people. Succession to the organizational hierarchy is smoothed by the mentorship programs because they already train their mentees about what is expected out of them (Rothwell, 2015).
Mentoring program
Goals
The strategic goals for the mentorship program are to improve the retention rates for the highly skilled and qualified staff. The program is also meant to build morale among staff, to fasten the rate of leadership development, to build strong teams and to facilitate continuous learning within the organization.
Selection of mentors
The mentors are individuals who are competent in specific areas, for instance, those who have been able to succeed in leadership. The long-serving medical practitioners can also perform the roles of mentors because they understand the challenges of the journey towards the top and they inspire the mentees to work hard. Counselors can also be mentors in a health care organization.
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A breach of this aspect can be very harmful to the relationship because it will make the mentee to lose the trust they initially developed with the mentor. Once confidentiality has been breached, it can be tough to resolve.
Training of mentors
Despite choosing mentors who are excellent in what they do, it is essential that they are equipped with mentorship skills. Training of members will improve the success rates of the mentorship program. Teaching will enable the mentors to become active before the mentorship program kicks off.
Politically correct mentors
Politically correct mentors are those who are ready to learn about other people and to respect their uniqueness. In addition, these mentors do not have negative stereotypes against particular groups of individuals. They are those people who accept diversity and are tolerant towards people who are different from them.
Committed to the long-term role of being a mentor
Mentors should be committed to being mentors on a long-term basis. They should be able to maintain the relationship they will establish with the mentees.
Succession
There is little scientific knowledge when it comes to mentoring effects on future outcomes; in addition posing confusion as to how these programs continue to emerge. A major component in regards to program effectiveness is in measurement or evaluation of its structure (Deutsch, N., & Spencer, R., 2009). This is done by conducting surveys, focus groups, and interviews (Deutsch, N., & Spencer, R. (2009); Karcher, M., & Nakkula, M. (2010); Diehl, D. C., Howse, R. B., & Trivette, C. M. (2011); Osgood, 2012; Williams, 2011). Studies gives the researcher insight into knowledge that otherwise wouldn’t be known, in order to understand mentoring reactions and relationship styles better (Karcher, M., & Nakkula, M. (2010); Christens, B. D., & Peterson, N. A. (2012); Diehl et al., 2011; Leyton‐Armakan, J., Lawrence, E., Deutsch, N., Lee Williams, J., & Henneberger, A. (2012); Meyer, K. C., & Bouchey, H. A. (2010).
Both formal and informal coaching and mentoring activities occur in workplaces on a regular basis and are key aspects of workplace learning that enable individuals to develop their skills , understanding, experience and knowledge bases.
According to the Nursing and Midwifery council (NMC, 2008) a mentor is someone who must facilitate students and others to develop their competence.
I have been a mentee in three mentoring programs and I understand from firsthand experience how important mentors have been in my life. Each relationship was very different; one of my mentors was about two generations older than me, while my two more recent mentors have been only a few years older than me.
A good mentor cans a new job applicant up to speed quicker and helps with answers to questions that may arise. Another sign of a good mentorship program that both parties involved can learn from each other. An organization having a mentorship program can assist with employee retention because it will foster employees feeling valued by the company and this in return develops employee loyalty to the organization (Mathis & Jackson, 2017). This can be a win-win situation for the company because employees who feel they are valued tend to take pride in their work and increase
With the development of the more organic and less formal organisational structures the role of mentors has shifted with these changes. Unlike previously where mentors where seen as formal trainers who taught newcomers the processes and got them acquainted with the cultures and the systems within the organisation. Which required good interpersonal skills and a good knowledge of the activity or tasks the mentee would have to undertake, and be able to effectively relay or demonstrate the tasks or activities to the mentee. As opposed to more recently where a mentor would have to be more of an emotional counselor and demonstrate more skills than were traditionally required from mentors in the past, such as being emotionally sensitive and sometimes employing diversity mentoring
The Department for Health (2001) defined a mentor as an individual who facilitates learning and supervises and assesses students in the practice setting.
“Organizational Management & Leadership A Christian Perspective” defines a mentor as “individuals that provide career guidance, advice, help with obstacles along the way and can explain off culture and politics or give insight into how to make a presentation to different managers within the organization.”
Mentoring is a one to one relationship between a more experienced senior person (mentor) and a new entrant or less experienced person commonly refereed to as the Protégé. The benefits of mentoring include enhanced performance not only for the individual but also for the mentor and the organization.
Linda Schoon, Case Manager at Asprie, said, “The best mentor relationships are reciprocal.” A mentor and mentee may serve in creating a double-impact, where they both take part in helping one another achieve their full potentials or learning something new: either about themselves or from the other. Both mentor and mentee receive the beneficiary momentum of key essentials that impact a community, educationally and spiritually.
Garvey, R. Stokes, P. and Megginson, D. (2009) Coaching and Mentoring theory and Practice. London: Sage
Quality health care is precipitously deteriorating amongst the nation’s health care industry. The health industry trends of high turn over rates amongst staff and important key employees are creating a rift in profit margins, decreasing patient quality care, triggering higher expenses and loss of patients (Hunt, 2009). In the “Best Practices in Health Leadership Talent Management and Succession Planning” case studies, presented by the National Center for
In addition, for some mentors, mentoring was a burden or workload issue that often went unnoticed by others. Mentees, too, were concerned by a lack of mentor interest and training and a host of problematic mentor attributes and behaviors (e.g. critical or defensive behaviors). Professional or personal incompatibility or incompatibility based on other factors such as race or gender was also seen by both mentors and mentees as impediments to the success of the relationship. Organizations, too, were confronted with difficulties arising from mentoring programs. Lack of commitment from the organization, lack of partnership and funding problems were reported in some studies, while in others, cultural or gender biases meant that some mentees’ experiences were not
Further, this type of working environment challenges the job satisfaction for people who works in this sector (Turner, 2006). Clearly then, it is through mentoring and coaching that a more effective leadership and management abilities are identified, developed, and shaped. Also, mentoring and coaching in the healthcare is vital in ensuring that patients are able to receive the appropriate level of healthcare services and that unconditional positive regard of the client is maintained. Further, it is through these tools that the healthcare system is improved, much more in the delivery of quality care to its
Many young people just need to be motivated and given a fair chance at success. Young people need mentors to help them find their way and to help them stay focused. Mentors play an intricate roll in your lives and are sort of liaisons between your parents or guardians and your educators.