Emergency Department Mentorship Program

Abstract

Session E presented Friday, September 28, 10:00-11:00 am Purpose: The goal of this project was to implement a successful mentor program in the ER, where success was measured by analysis of self-reported data from each mentored staff member after completion of the program. Design: Mentorship was initiated as a staff development project. New hire RNs were paired with a volunteer RN mentor for a set, three-month relationship after new hire orientation, that required time together three times outside of work to build a relationship. A qualitative, descriptive design was used as data was gathered through survey questions throughout and after the three months to assess the subjective, immediate effectiveness and value of the relationship from both parties. Setting: This program took place in a large, urban, for-profit, Level-I Trauma Emergency Department with a staff of 70 RNs. Participants/Subjects: Those mentored included RNs with a start date within 3 months of program initiation of August 1, 2016 including two new graduate RNs who started within 6 months of this date, and all full-time RNs hired from said date through December 2017. Float pool, PRN, and travel RNs were excluded. Those mentored included 12 females and 3 males ranging from 0 to 12 years of nursing experience. Mentors were volunteer RNs in good standing per unit director, who had been department employees for at least 6 months. Mentors included 1 male and 11 females, 3 who mentored twice. Methods: New hire/mentee is defined as an RN new to this ER, regardless of years of nursing experience. Mentors selected a new hire and initiated contact. The mentor reported back specific questions each month to a designated RN to ensure accountability and act as a liaison to management for concerns. The model intended for mentors to get to know the new hire, help them feel comfortable as a valued member of the team, and finally help them invest in the department by joining a committee. After three months, a post-survey was sent to the mentee and mentor to gather data related to program effectiveness. Results/Outcomes: According to the post-survey, from August 2016 through December 2017 there were 15 completed relationships, only one out 15 reporting a negative experience, and since have a 0.067% turnover rate with 60% returning to be mentors. 14 of 15 mentees affirmed that their mentorship was beneficial: my mentor was “a soft spot to land on in a dilemma”, a “safe person”, and found comfort in “a friend at work”. “I felt welcomed and supported at work” from someone who “took an active interest in me and how I was acclimating”. These words reflect the feelings of belonging and, coupled with affirmation of a positive experience, demonstrate a successful program. Implications: Descriptive data shows the positive influence on work-place culture and that in a large ER it is possible to have a successful mentorship program. The recommendation is that all ERs place value on their new hires through mentorship. This program will be analyzed for continued success and assessed for quantitative data around long-term effects and relationship to RN retention.