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Amazing Benefits, Unique Risks A stellar mentor can change the trajectory of a career. And an enduring mentoring program can become an organization’s most powerful talent development tool. But fixing a “broken” mentoring program or developing a new program from scratch requires a unique process, not a standard training methodology. Over the course of her career, seasoned program development specialist Jenn Labin has encountered dozens of mentoring programs unable to stand the test of their organizations’ natural talent cycles. These programs applied a training methodology to a nontraining solution and were ineffective at best and poorly designed at worst. What’s needed is a solid planning framework developed from hands-on experimentation. And you’ll find it here. Mentoring Programs That Work is framed around Labin’s AXLES model—the first framework devoted to the unique challenges of a sustained learning process. This step-by-step approach will help you navigate the early phases of mentoring program alignment all the way through program launch and measurement. Whether your goal is to recruit and retain Millennials or deepen organizational commitment, it’s time to embrace mentoring as one of the most powerful tools of talent development. Mentoring Programs That Work will help your organization succeed by building mentoring programs that connect people and inspire learning transfer.
Mentorship is a catalyst capable of unleashing one's potential for discovery, curiosity, and participation in STEMM and subsequently improving the training environment in which that STEMM potential is fostered. Mentoring relationships provide developmental spaces in which students' STEMM skills are honed and pathways into STEMM fields can be discovered. Because mentorship can be so influential in shaping the future STEMM workforce, its occurrence should not be left to chance or idiosyncratic implementation. There is a gap between what we know about effective mentoring and how it is practiced in higher education. The Science of Effective Mentorship in STEMM studies mentoring programs and practices at the undergraduate and graduate levels. It explores the importance of mentorship, the science of mentoring relationships, mentorship of underrepresented students in STEMM, mentorship structures and behaviors, and institutional cultures that support mentorship. This report and its complementary interactive guide present insights on effective programs and practices that can be adopted and adapted by institutions, departments, and individual faculty members.
The shortage of nurses in the United States is astounding, the retention of the experienced nurses is one of the reasons for the shortage, with an increase of retention, and the shortage problem may decrease. A decrease in nursing retention has been a constant problem on the progressive care unit (PCU) in the acute care setting. Many nurses are starting their career on the PCU and find that the support and resources are lacking. The purpose of this proposed project is to implement a mentor program for the new hire/graduate nurses to help them achieve success, and make the PCU their forever home. The author will discuss the implementation, the process, the evaluation, and how to disseminate the information about the program to the stakeholders. Information was gathered for this topic by researching articles, discussion with fellow employees and the retention issue with the managerial team. Based on the research and discussions done by the author a mentor program would benefit job satisfaction along with increase numbers in retention rates.
Abstract Problem: Primary factors affecting nurses' decisions to stay at an organization include nurse self-concept, job satisfaction, and professional growth. A high turnover rate of nurses poses a risk to patients' safety and healthcare outcomes. The implementation of mentor programs in institutions that employ new nurses has been shown to reduce turnover rates, increase the quality of patient care, and empower nurses in professional development. The existing literature supports the use of mentor programs and encourages their implementation in healthcare institutions. Interventions: The DNP project's goal was to identify effective methods of promoting positive nurse self-concept and increasing job satisfaction and confidence in providing safe care to patients, with the objective of increasing nurse retention through a mentor program. Measures: Mentors and mentees were asked to participate in a pre- and post-intervention assessment to evaluate the effectiveness of the project. The assessments collected data on nurses' self-concept, perceived job satisfaction, intent to stay working at their organization, and confidence in providing safe care to patients. Results: The common theme identified in the participants' responses was a dedication and desire to care for and help others. These desires promoted positive nurse self-concept, increased job satisfaction, increased confidence in providing patient care, and increased intent to stay. Conclusions: Organizational attention to nurse job satisfaction and retention rates is crucial to reduce nurse turnover in specialty areas. Quick solutions are not sufficient to address high turnover and low job satisfaction, both of which impinge on providing safe patient care. An investment must be made to truly support nurses, not only in their first years but throughout their entire careers. A mentor program is only one element of the necessary support.
Despite the interest and pervasiveness of mentoring there has been little attention devoted to professionalizing mentoring for program managers in learning organizations, especially post-secondary institutions, and there are scant resources available for mentoring coordinators. This book fills that gap. Drawing on research on mentoring and coaching in psychology, education and organizations, this guide translates research into practice by helping program administrators learn more about the behaviors of mentoring, stages of mentoring relationships, elements of high quality relationships, and recognizing and avoiding dysfunctional ones. The book includes diagnostic surveys and case studies that coordinators might use in their programs and makes an important contribution to the literature on mentoring, providing a practical, up-to-date resource for those working in the field on how to set up, run, and evaluate their mentoring programs.
This thoroughly updated Second Edition of the Handbook of Youth Mentoring presents the only comprehensive synthesis of current theory, research, and practice in the field of youth mentoring. Editors David L. DuBois and Michael J. Karcher gather leading experts in the field to offer critical and informative analyses of the full spectrum of topics that are essential to advancing our understanding of the principles for effective mentoring of young people. This volume includes twenty new chapter topics and eighteen completely revised chapters based on the latest research on these topics. Each chapter has been reviewed by leading practitioners, making this handbook the strongest bridge between research and practice available in the field of youth mentoring.
To address the nursing shortage, it is imperative that healthcare organizations understand the reasons for nurse turnover and develop programs to retain high quality nurses. A program that has been utilized by healthcare organizations is mentoring. Mentor programs have been found to improve job satisfaction thus improving nurse retention. In addition to focusing on orientation programs for new graduate nurses, mentorship programs can be utilized to assist with experienced nurse retention. The purpose of this evidence-based practice project was to pilot a three-month mentorship program with registered nurses with one to three years of experience.
How to Use Mentoring to Drive Maximum Competitive Advantage Techniques and lessons from IBM’s world-class mentoring programs—for every business and HR leader, strategist, Chief Learning Officer, consultant, trainer, and scholar For today’s enterprises, few challenges are as daunting as preparing tomorrow’s leaders. Mentoring is one of the most powerful tools at their disposal. But not all mentoring programs are equally effective, and not all companies have learned how to sustain mentoring. One company has: IBM. Intelligent Mentoring reveals how IBM has done it–and offers specific guidance and best practices you can use to achieve equally powerful results. Intelligent Mentoring shows how IBM has fully integrated a diverse portfolio of formal mentoring initiatives into both talent development and innovation promotion. Whether you’re a business leader, strategist, Chief Learning Officer, training specialist, coach, or consultant, this book presents a state-of-the-art framework for making mentoring work. Drawing on IBM’s experience, the authors demonstrate how to build a diverse portfolio of effective mentoring programs...use mentoring to strengthen organizational intelligence...build sustainable communities of mentors and mentees...promote collaboration across differences... and above all, link mentoring to strategy and use it to sustain competitive advantage. • Use mentoring to develop tomorrow’s world-class business leaders Actionable solutions and best practices from IBM’s breakthrough mentoring program • Embrace mentoring as a high-performance work practice Maximizing, capturing, and communicating the value-added impact of mentoring • Set the right goals for mentoring: then achieve them Utilize mentoring to strengthen organizational learning, improve retention, promote innovation, and more • Use mentoring to solve your organization’s most “wicked” problems How mentoring can help you respond to complex, tangled challenges you’ve never faced before
Despite the many strides that have been made in diversity, equity, and inclusion, many educational systems across the world continue to struggle with equality in education for all students regardless of race, gender, or socioeconomic status. This struggle within education inevitably negatively impacts society, as only select groups are given the opportunity to excel. It is essential for school systems to be proactive when dealing with student learning outcomes and student retention for all student populations. Using Self-Efficacy for Improving Retention and Success of Diverse Student Populations discusses the best practices in supporting students during their educational journey and examines the current efforts to improve student retention. Covering topics such as computing education, academic counseling, and student success prediction, this premier reference source is an excellent resource for faculty and administrators of both K-12 and higher education, pre-service teachers, teacher educators, school counselors, sociologists, librarians, researchers, and academicians.