Outlined below are the AACN’s six standards of a healthy work environment and how these foundational principles can shape a sustainable nursing mentorship program.
Standard #1: Skilled Communication
The structure of a formal nursing mentorship program provides its participants opportunities to develop various communication skills. The importance of communication to the success of the mentoring relationship cannot be understated (Chen & Lou, 2014). Communication techniques fostered within the mentor-mentee relationship are crucial to not only the success of the partnership, but can also be utilized in the clinical arena. Providing education to the mentors about the program itself, then positioning them as the provider of that education to their mentees gives mentors an opportunity to practice verbal communication skills. They articulate the design of the program, its requirements, and the expected outcomes of the mentoring relationship. Instruction on closed-loop communication, two-way feedback, and verbal/non-verbal communication are included in the education as is the expectation that these modalities will be practiced throughout the course of the mentoring relationship. This requirement compels both parties to engage in frequent, constructive dialogue.
Implementing monthly checkpoints ensures that communication occurs regularly and is being documented. A written submission of progress is what differentiates formal from informal mentoring and safeguards a regularly-scheduled opportunity to discuss successes and opportunities for improvement. Evaluating goal progress, communication methods, and the relationship itself should be formative and summative. Face to face interactions between the mentor and mentee are required quarterly, at a minimum, to enhance verbal and non-verbal communication skills. This requirement reinforces the importance of proficiency in interpersonal communication, balancing the efficiency of popular technologically-based methods such as text message, email, FaceTime and Skype.
Standard #2: True Collaboration
A voluntary mentoring program brings together nurses from all levels and matches mentee needs with mentor strengths. Thus, a clinical nurse seeking mentorship can obtain it from a variety of individuals: a peer, a nurse manager, a nurse educator, an advanced practice nurse, a clinical director, or even the chief nursing officer. A mentoring program thereby offers the rare opportunity to escape the limitations of hierarchy and confidentially collaborate alongside a fellow nurse for the purpose of goal-achievement.
Instituting a six month minimum for the duration of these partnerships not only adheres to the definition of mentorship as a long-term intentional relationship (Jakubik, Eliades, & Weese, 2016), but also ensures that this collaboration is more than simply an occurrence. This duration minimum sets the stage for lasting influence on the individuals and the organizational culture. An ongoing program with two enrollment phases annually ensures long-term program sustainability. Organizing participants into fall and spring cohorts is a way to maintain accessibility while avoiding the administrative overwhelm of rolling admission. Also, requiring that mentors and mentees submit confidential exit evaluations is an avenue for honest appraisals of the degree of collaboration that occurred throughout the relationship.
Standard #3: Effective Decision-making
Mentors can introduce mentees to venues outside their daily work that allow for greater influence on clinical decision-making. Leveraging the network of a nurse leader, mentees can learn what opportunities align with their strengths and interests to affect change in hospital policy and clinical practice. Exposure to a forum which broadens an employee’s scope and influence can inspire a nurse to become more engaged in positively influencing patient care operations.
Setting a future-oriented S.M.A.R.T. goal (Specific, Measurable, Achievable, Realistic, Time-bound) establishes the vision for the relationship and professional development of the mentee (Jakubic, Eliades, Weese, & Huth, 2016). With their knowledge, experience and networking capabilities, the mentor can nurture the mentee’s decision-making capacity through shared governance council membership, career advancement, or specialty certification. The mentees’ goal attainment is the yard stick to measure the success of the program.
Standard #4: Appropriate Staffing
Mentors can empower mentees to achieve their S.M.A.R.T. goal(s) by setting and accomplishing milestones along the way. Arranging shadow experiences in alternate units, investigating higher education programs and their requirements, assisting with advancement in the clinical ladder, or helping a nurse prepare for specialty certification are just a few ways mentorship can elevate nurses’ competencies to meet the ever changing needs of their patients. Once the goals are achieved, the organization benefits from retaining the enhanced talent of these mentees, and patients and families become the lucky recipients of nurses exceling in areas where they can thrive.
Throughout the mentorship experience, pragmatic staffing processes must be upheld. Therefore program participants must understand at the outset that clinical nurses’ time spent engaging in mentorship should occur outside scheduled work hours. This will ensure the mentees’ primary obligation, patients and their safety, will not be compromised.
Standard #5: Meaningful Recognition
A mentorship program provides countless opportunities to recognize the value of nurses at all levels. Actively seeking the involvement of all stakeholders during the program’s development phase is one way to affirm their significance (Montavlo & Veenema, 2015). Requesting input through shared governance councils and leadership forums on the framework design validates the contributions from nurses in a variety of roles and increases the likelihood that the end product is a program that meets diverse needs.
Additionally, a mentorship program can enable nurses to view themselves as valuable contributors to the profession. To be endorsed as a formal mentor by one’s supervisor serves as its own meaningful recognition. That value is amplified by broadcasting their accomplishments and qualifications on a website from which mentees may browse multiple profiles in search of their top mentor preferences.
Recognizing mentees for their desire to grow professionally and for goals accomplished through the mentorship program is another aspect of a successful program. An annual celebration attended by prominent leaders allows mentees to shine, and rewards their work toward goal achievement.
Standard #6. Authentic Leadership
Healthy work environments equip future leaders by supporting their development (Eliades, Jakubik, Weese & Huth, 2017), and mentors play a large role in providing such opportunities. Support of and participation in a formal hospital-wide nursing mentorship program are powerful demonstrations of a nurse leader’s commitment to the imperative of a healthy work environment. A chief nursing officer enrolling as a mentor models the accessibility and authenticity they hope to see throughout their organization. Clinical directors and nurse educators who serve as mentors convey that investing in others is a priority. Advanced practice nurses provide leadership insight through a different lens and are required to be included in mentoring activities according to Magnet standards (American Nurses Credentialing Center, 2017). An experienced nurse manager is well-suited to mentor fellow managers. This practice is noted in the literature as one of the richest forms of mentoring (Weese, Jakubik, Eliades, & Huth, 2015). Clinical nurses can realize their leadership potential by mentoring their peers. Mentorship across the organization collectively empowers nurses in all levels and settings to be strong leaders (Montavlo & Veenema, 2015).
In summary, achieving a healthy work environment is an ongoing and challenging process. Mentoring is a powerful yet accessible vehicle to propel progress toward that end. A formal mentorship program not only supports each of the AACN’s six standards, but also generates compounding benefits to its participants, their organization, and patients. In a program’s first year alone, hospitals can confidently expect over 90% of mentees’ goals to be achieved. In fact, when mentees’ goals include achievement of specialty certification, the literature attests that falls can be reduced and overall patient safety improved (Boyle, Cramer, Potter, & Staggs, 2015). These outcomes compel nurse leaders to support formal mentoring programs in their institutions. Aligning the mentoring program with the healthy work environment standards is a resourceful way for leaders to multiply the fruits of their labor.