Mentorship program - Research Paper Example

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6.0 Decision-Making Strategies 6.1 Introduction 6.2 Project Maintenance, Revision and Extension 6.3 Project Data Dissemination and Feedback 6.5 Conclusion Decision-Making Strategies in Nurse Mentorship Program Introduction In measuring the overall success of the program, comparing the actual evaluative outcomes with predetermined project objective has to be accomplished, with the combination yielding final positive results-retention tracks in the surgical ward of The Jackson Veteran Health Administration (JVHA) significantly reduced from the rate of 27% in less than a year…
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Download file to see previous pages Mentors eventually act as informal partners with previous mentees. To foster continuity of collaborative relationship, educational and skills training are maintained in surgical ward, while specifically indicating the significance of scheduled meetings per week for peer and administrative evaluation--be reduced to quarterly meetings. The direct people involved, mentors, mentees, administrative and support personnel, consistently work up the conducive work conditions and modify identified weaknesses with the entire training process. In the long run, stable interactions with higher-ranked colleagues promote the work empowerment for struggling novice nurses (Laschinger, Purdy, & Almost, 2007). Extended in appeal, the efficacy of nurse mentorship program in work competency frequently carries the project beyond the targeted program elimination. In a mentorship program by a tertiary care institution, the project continued for more than two years, indicating its success in hurdling resistance of social work cultures and psychological challenges of novice nurses (Hurst & Koplin-Baucum, 2005). More importantly, its low cost expenditure gives this the advantage compared to more expensive retention pursuits. In the evaluation pattern by Mills and Mullins (2008), the institutional savings by the mentorship program reached to almost $5.8 million, a large amount that can be deviated to support quality improvements in other clinical fields. In both technical and financial aspects, the mentorship program more than adequately meets the expectation of nurses and administration staff in JVHA. In realistic terms, reasonable revision must be performed for a more dynamic mentorship approach. In the instance where nurses are assigned in other clinical wards, a problem in continuity of interactive mentor-mentee associations may occur. Hence, the pilot mentorship program must manifest a more universal approach during education and skills enhancement training, consistently depending on the area of clinical expertise required. Addressing the break in mentorship relationship, long-term social and professional interaction in the surgical ward assures that work satisfaction is met and retention is improved. Project Data Dissemination and Feedback In a given utilization project, it is important to relate the results to key institutional groups. Aside from meeting the objects of the project, the applicability of the research goals may serve as solid foundation in entirely resolving the expensive and taxing problem on low retention rates of nurses in clinical areas, even with newly graduate nurses. In this paper, two practical methods can be performed to aptly communicate the preliminary initiation and concluding outcomes of the project--during annual staff meeting and circulating institutional newsletters. With annual staff meeting, the whole nursing personnel gather together to discuss things related with their practice as professionals, airings discrepancies and areas of improvements. Thus, this is the ideal time for the team involved in the mentorship program to inform them on the outline of the project, zeroing on outcomes ...Download file to see next pagesRead More
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