Location
Central Division
Start Date
26-10-2023 8:55 AM
End Date
26-10-2023 9:00 AM
Description
Abstract:
Title: Implementing a Mentorship Program on a Medical/Oncology Unit Background: New-to-specialty acute care nurses are generally assigned a preceptor to demonstrate complex competencies within 90 days of hire. However, providing inpatient nursing care presents psychosocial stressors not well-addressed by preceptors which can contribute to burnout and turnover. Participating in a mentorship program addressing psychosocial nursing stressors following competency-focused preceptorship may reduce burnout and turnover. A medical-oncology unit of a 200-bed urban hospital lacked a mentorship program and Unit-Based Council (UBC) members worked to implement and evaluate this resource. Purpose: To evaluate barriers and facilitators of participation in a new mentorship program on a medical-oncology unit. Methods: New-to-specialty medical-oncology nurses are onboarded frequently, up to every 2 weeks, and orientation lasts between 6-10 weeks. To bridge the gap between orientation and providing independent nursing care, the UBC took steps to implement an evidence-based practice mentorship program. In early 2022, medical-oncology nurses with at least one year of experience were invited by UBC representatives to train and serve as mentors. Volunteers were directed to complete a 60-minute, pre-existing online, evidence-based mentorship training module created by the Providence Nursing Institute. In September 2022, all new-hire, new-to-specialty nurses who had completed orientation since the beginning of the year were assigned a mentor. The dyad was introduced and instructed to meet outside of the workplace up to 10 times over a one-year period to navigate psychosocial nursing stressors that the new-to-specialty nurse may have encountered. Each group was provided a personalized OneNote link to an electronic mentorship resource book and required to complete surveys at the start, mid-point, and end of the program requesting feedback on barriers and facilitators of participation in the mentorship program. Results: A total of 35 nurses volunteered to serve as mentors. Of these, 49% completed the assigned mentorship HealthStream training. By September 2022, the program was launched and 100% of eligible nurses were assigned a mentor. By September 2023, most dyads (70%) completed at least one off-unit mentorship meeting. Furthermore, of all assigned dyads, baseline, mid-point, and final survey completion were as follows: 80%, 40%, and 10%, respectively, aligning with the 1-year program commitment. Reported barriers included technical issues utilizing the electronic mentorship resource book which delayed program initiation, and the time-intensive nature of the program. Facilitators included robust resources provided to navigate psychosocial nursing stressors and forging meaningful, personal relationships with fellow medical oncology nurses. Conclusions: Variable orientation and mentorship start-and-stop dates limit our ability to fully evaluate program completions rates at this juncture, but initial data support that the mentorship program is supporting navigation of nursing psychosocial stressors. Further support from unit leadership may foster sustainability of the robust, 1-year program. Implications for Practice: New-to-specialty nurses completing a mentorship program may cope better with nursing-related psychosocial stressors and feel more connected to and supported by their nurse peers. Our UBC’s next steps include correcting technical issues with the electronic mentorship resource book, requesting leaders to provide financial/professional incentives for participants, and recommending implementation of a nurse mentorship program on all applicable units in the hospital.
Recommended Citation
Frye, Nicole; Perreiah, Stephanie; and VanSanford, Jenna, "Implementing a Mentorship Program on a Medical/Oncology Unit" (2023). Central Division Nurse Clinical Inquiry Conference. 11.
https://digitalcommons.providence.org/central_nurs_conf/2023/agenda/11
Included in
Implementing a Mentorship Program on a Medical/Oncology Unit
Central Division
Abstract:
Title: Implementing a Mentorship Program on a Medical/Oncology Unit Background: New-to-specialty acute care nurses are generally assigned a preceptor to demonstrate complex competencies within 90 days of hire. However, providing inpatient nursing care presents psychosocial stressors not well-addressed by preceptors which can contribute to burnout and turnover. Participating in a mentorship program addressing psychosocial nursing stressors following competency-focused preceptorship may reduce burnout and turnover. A medical-oncology unit of a 200-bed urban hospital lacked a mentorship program and Unit-Based Council (UBC) members worked to implement and evaluate this resource. Purpose: To evaluate barriers and facilitators of participation in a new mentorship program on a medical-oncology unit. Methods: New-to-specialty medical-oncology nurses are onboarded frequently, up to every 2 weeks, and orientation lasts between 6-10 weeks. To bridge the gap between orientation and providing independent nursing care, the UBC took steps to implement an evidence-based practice mentorship program. In early 2022, medical-oncology nurses with at least one year of experience were invited by UBC representatives to train and serve as mentors. Volunteers were directed to complete a 60-minute, pre-existing online, evidence-based mentorship training module created by the Providence Nursing Institute. In September 2022, all new-hire, new-to-specialty nurses who had completed orientation since the beginning of the year were assigned a mentor. The dyad was introduced and instructed to meet outside of the workplace up to 10 times over a one-year period to navigate psychosocial nursing stressors that the new-to-specialty nurse may have encountered. Each group was provided a personalized OneNote link to an electronic mentorship resource book and required to complete surveys at the start, mid-point, and end of the program requesting feedback on barriers and facilitators of participation in the mentorship program. Results: A total of 35 nurses volunteered to serve as mentors. Of these, 49% completed the assigned mentorship HealthStream training. By September 2022, the program was launched and 100% of eligible nurses were assigned a mentor. By September 2023, most dyads (70%) completed at least one off-unit mentorship meeting. Furthermore, of all assigned dyads, baseline, mid-point, and final survey completion were as follows: 80%, 40%, and 10%, respectively, aligning with the 1-year program commitment. Reported barriers included technical issues utilizing the electronic mentorship resource book which delayed program initiation, and the time-intensive nature of the program. Facilitators included robust resources provided to navigate psychosocial nursing stressors and forging meaningful, personal relationships with fellow medical oncology nurses. Conclusions: Variable orientation and mentorship start-and-stop dates limit our ability to fully evaluate program completions rates at this juncture, but initial data support that the mentorship program is supporting navigation of nursing psychosocial stressors. Further support from unit leadership may foster sustainability of the robust, 1-year program. Implications for Practice: New-to-specialty nurses completing a mentorship program may cope better with nursing-related psychosocial stressors and feel more connected to and supported by their nurse peers. Our UBC’s next steps include correcting technical issues with the electronic mentorship resource book, requesting leaders to provide financial/professional incentives for participants, and recommending implementation of a nurse mentorship program on all applicable units in the hospital.
