Link to “Mentoring in the Hospital Setting”
- New York State Department of Health Mentor Program
- The Mentor’s Role in Developing New Leaders
- The American College of Health Care Executives “Leadership in Mentoring” Network
The Department of Health’s mentoring program is voluntary and open to any DOH employee, newer or experienced, interested in developing their skills. In addition to the Main Office in Albany, off-site locations participating in the program include the Buffalo, Rochester, New York City, and the New Rochelle offices. The program is part of the Department’s succession / workforce planning efforts. The program is administered by the Department’s Intra-Agency Task Force on Women’s Issues.
Mentors and protégés interested in participating complete and submit an application and resume using online mentor application and protégé application forms. The Program Planning Committee matches the protégé with a mentor who offers skill sets requested or works in an area of interest to the protege. As the pair begins it’s work, the mentor and protégé complete the Mentor/Protégé Agreement.
The program is monitored through two feedback sessions per year. The year ends with a graduation – luncheon ceremony at the conclusion of the program. Protégés complete a form after each meeting with their mentors which both helps monitor the mentoring and helps the pair reflect on their work together and improve it. This happens because the form prompts thought about what was gained from the meeting and the expectations for future meetings. This information is used at the mid-point of the program to evaluate strengths and weaknesses.
This article is a good source for ideas about how a mentoring program can be planned and conducted to support the goal of development of new leaders for hospital and hospital services organizations. It was not available on the web as far as we could tell, but a copy was found in a local university hospital professional library.
The program uses virtual one-on-one mentoring, but relationships are started for a fixed time and with a specific purpose. Since this is a program sponsored by a professional organization, it links individuals in different organizations often separated by considerable distance. This means that almost all of the mentoring is actually done via email and the phone.
The purpose of the Leadership Mentoring Network is to expand opportunities to learn and develop as health care leaders and professionals. They believe that no matter where you are in your career, mentoring others—and being mentored—should be part of your professional growth. The focus should be helping proteges prepare themselves for greater leadership opportunities and obligations.
Matching in the Leadership Mentoring Network – Each partner completes a profile to describe themselves and to identify the attributes that would make a mentoring partner more or less desirable. The program has over 700 mentor volunteers in its pool of potential mentors. When the program receives a protege application they use the attributes desired of the mentor, search for potential matches from the mentor volunteer pool, and match based on alignment of the desired and available attributes of the mentor.
Beginning the Mentoring Partnership
Once a tentative match is found, the program provides the identity and contact information of the partners to each partner. The mentor is expected to initiate contact with the protege.
A Unique Program Feature
Apparently, some past mentors have felt exploited by their proteges when the pair got into what is typically called career development. Some proteges tried to use their mentor to gain promotions. Now the program explicitly tells mentoring pairs that topic is “off limits”
(Editor Comment – That’s really too bad, as mentoring at the adult level is very often exactly for the goal of career development and is well suited to doing that very thing. It may be that the diffuse “network” this program uses prevents them from assembling and appropriately training the mentors in how to handle the career development process. That is part of the solution. The other important part is that such problems can typically be avoided by carefully structuring the initial mentoring agreement made at their first meeting to include agreement on boundaries for their work.)