16: LIFELONG MENTORSHIP AND MENTEESHIP ■ 381ORGANIZATIONAL AND SYSTEM SUPPORT FOR MENTORING
Anyone planning a mentoring program can learn from a wide variety of successful pro-
grams that could be adapted to doctoral education, or new careers, or research and
nursing science positions. A formal program of mentorship not only requires willing
participants and a plan, but also a supportive environment for the mentor and mentee
alike. The mentor invests a considerable amount of time, effort, and persistence to ad-
vance and nurture the mentee. This investment ultimately benefits the organization in
measurable outcomes of employee and student productivity, retention, and satisfaction.
This investment needs to be recognized by the organization, but it must be supported
and rewarded if it is to continue. The following are key institutional resources and sup-
ports that organizations, such as universities, schools, hospitals, and other organiza-
tions should provide to support the mentoring role of its employees. The dean or chief
nursing officer can:
- See that a template for a written contract or signed agreement between mentee
and mentor is developed and available for use as a guide to keep the process
on target. - Provide training on the role of a mentor, which includes cultural sensitivity
training for all employees (e.g., administrators, staff, and faculty) to promote
the value of this role to the organization. The emphasis on formal training con-
veys the organization’s investment in diversity and the mentoring process. - Support the mentoring process over time, since mentoring relationships de-
velop gradually, creating mutual trust and finding mutual interests. These
relationships are guided by the goals of the mentee. - Create avenues for communicating the interests for meeting new candidates
and for mentees and mentors to view the work and backgrounds of potential
mentors. - Avoid arbitrarily assigning mentors to newly hired employees or to new
doctoral students. - Provide logistical support, such as release time from job- related duties and
functions, so the mentor can find the time to meet with the mentee, and will
not ultimately view the role as overtime, overload, or extra work. - Communicate the value of the mentoring role to key internal and external
stakeholders This communication can be done in the form of written commu-
nication (e.g., newsletter article, posters), or formal events where mentors can
be introduced to others in the organization, or in informal conversations. - Formally recognize and reinforce effective mentoring. This recognition can
come in many forms including a raise or stipend, a certificate of appreciation,
or letter of support that can be added to a portfolio, or submission of the men-
tor’s name for an award. - Support the development of a process for mentors to identify and support each
other. This process might come in the form of a support group, or list serve, or
monthly meeting. The goal of the supportive process is to nurture the nurtur-
ers, and to retain the leaders among us who choose to advance and support
other APNs.
Organizational support for the mentoring programs, program objectives, degree
of program oversight, and ongoing relationship support, rewards for program partici-
pation, and the specific procedure used to match mentors and mentees is critical. When
the organizational supports are in place, then the mentor and mentee can concentrate on
creating productive relationships.