Agencies that connect new staff and experienced team members through onboarding and beyond could bolster both employees’ confidence and skills while targeting turnover.
Having a friend at work is a key driver of employee engagement and retention, says Gina Mazza, CEO of Mazza Consulting and Coaching in Chicopee, Mass. Implementing peer-to-peer mentorship programs not only helps staff bond with each other but exemplifies your agency’s investment in its team members, she notes.
One of the cornerstone benefits of implementing a mentorship program is that it can help create a positive work environment, says Erika Ehlers, vice president of learning and onboarding for HomeWell Franchising, Inc., in Burkburnett, Texas. For example, fostering connections between peers can reinforce their sense of purpose in their work and loyalty to your organization. It can also accelerate onboarding and skill development, improve employee performance and boost client satisfaction, she adds.
These programs directly target common reasons for turnover like feelings of burnout and isolation among staff, Ehlers says. This benefit extends not just to new hires, but seasoned employees chosen as mentors, she notes. “When employees feel valued and a part of a team, they are more likely to stay at your agency.”
Pairing new and experienced employees also showcases the role that collaboration among individuals with different perspectives plays in improving patient care, Mazza says. For instance, an agency may pair a veteran clinician who’s part of the Baby Boomer generation with a recent hire from Gen Z. The two will be able to share valuable insights, compare what they expect from the job and even bridge generational gaps, she notes.
Building your mentorship program
Agencies interested in developing a peer mentorship initiative should start by considering their objectives, Ehler says. Those goals could be enhancing new hire onboarding, building core skills across the team, driving employee retention or developing future leaders, she explains.
Discuss the program with staff, Ehlers says. Ask them if and how they think they could benefit from participating. This feedback can help leadership determine what’s needed and use that information to define their expectations, she adds.
From there, identify who among your team would be a good fit.
The staff chosen to serve as mentors will set the tone for the program, Mazza says. Consider which of your seasoned employees will focus on learning and collaboration instead of dominating the conversation, she notes. A mentor who is rude or ineffective will reflect poorly on the organization, she stresses.
Agencies should also consider expanding mentorship beyond just clinicians, Mazza says. All members of your organization contribute to patient care and can learn from these experiences, she notes.
Once you’re ready to start the program, look at the process of matching mentors and mentees like you would client/caregiver scheduling, Ehlers says. Build strong and intentional teams by considering factors like skill level, experience, personality and shared interests, she notes. Participants paired with someone who works in a similar client environment (ex: dementia care) can also benefit from increased relevance and shared experiences, she adds.
Don’t ignore conflict between peers
Conflict is a natural part of working with others, Mazza says. While many people aim to avoid it, healthy and open discussions about disagreements can help build a strong team, she notes.
Professional debates and disagreements should be acceptable, Mazza says. There should also be a clear process in place that allows for the mentee to provide feedback, she notes. Creating a time and place to discuss any issues can help prevent emotions from running high, she adds.
Leadership should center clear communication throughout the process, Ehlers says. Be open about your expectations, including how mentors and mentees communicate with each other, she notes.
Agencies may also provide mentors with additional training on active listening, coaching and constructive feedback, Ehlers says. Encourage them to utilize empathy, provide mentees with a safe and supportive space and recognize when they may need to escalate issues to management, she notes.
When conflict does arise, leadership may choose to mediate discussions and help the pairing find common ground, Ehlers says. “If a mentorship pairing isn’t working, don’t force it — allow for reassignments,” she adds.
Tips for ensuring program success
To implement a strong peer mentorship program and track its impact on staff, agencies should:
Arrange support structures. Consider the learning curves that employees often face after starting their jobs, Mazza suggests. Your program will have to adapt to your staff’s needs, she notes. What time points are important for mentors to keep in mind when working with new staff? What tools or skills do employees have to learn during onboarding? What roadblocks have team members faced in the past?
One obstacle that agencies may face when leveraging a peer mentorship program is that staff don’t always work in the same location, Ehlers says. Encourage mentors and mentees to check in regularly over phone calls, video meetings or texts, she recommends.
Participants may also struggle to connect with each other, Ehlers says. To help, distribute conversation starters, suggest topics or provide some starter questions to guide discussions, she notes. One example is, “What’s been your biggest challenge this week?”
Emphasize collaboration. Motivate mentors to establish their relationships with mentees from a place of vulnerability and trust, Mazza recommends. This can help build trust between partners and prevent unhealthy conflict down the line, she notes. “The mentor has to set the stage that we’re not looking for perfection,” she adds.
Assess the impact. Get feedback from both mentors and mentees on the program throughout the orientation and onboarding process, Mazza recommends. Setting up a meeting with both participants and asking open-ended questions can lead to valuable insights, she notes.
For a more quantitative perspective, compare the turnover rates of those who participated in the mentorship program with those who did not, Ehlers suggests.
“If you’re focusing on onboarding for new hires, you can look at your first-year turnover rates to see if the program is helping with early retention,” she says. “Likewise, you can compare how long it takes your new hires to reach full competency compared to how long it took prior to the mentorship program being implemented.”
Client comments and performance reviews can also highlight mentees’ growth under the program, Ehlers adds.
Provide recognition. Employees who serve as mentors are taking on new responsibilities and likely committing more of their time in order to participate in the program, Ehlers says. “Consider offering bonuses, public recognition or professional development opportunities to acknowledge and thank them for their contributions,” she suggests.
Consider leveraging hands-on practice, roleplay in mentoring
Effective mentorship involves more than just answering questions, says Erika Ehlers, vice president of learning and onboarding for HomeWell Franchising, Inc., in Burkburnett, Texas. Programming should include learning opportunities, practical guidance and emotional support, she notes.
Ehlers provides the following examples of activities that mentors and mentees can engage in together:
< >Brainstorm solutions to difficult client situations and talk about difficult cases or emotional challenges Discuss how to build rapport or trust with patients Walk through scheduling protocols Role-play difficult conversations Practice hands-on skills such as transferring patients or using assistive equipment Shadow and observe experienced clinicians on visits