[name of home] Mentor Team Program

1. [name of home]Mentor Team Program Mentor Team Program

2. Mentor Team Program An important component of an overall strategy designed to enhance orientation for new staff Our Goals • Develop dynamic staff teams • Strengthen relationships • Encourage leadership opportunities

3. Assumptions • An effective orientation will pay back big dividends in staff retention, employee commitment, and customer satisfaction • Staff who are properly welcomed and trained feel good about their choice of employer. They fit in more quickly and contribute more readily to quality service.

4. Assumptionscontinued • Effective orientation is a gradual process and doesn’t end after Day 1. Corporate orientation is important, but not enough. • It’s necessary to establish relationships that endure over time and can be used safely to provide access the “right” information and to guide best practice.

5. Assumptionscontinued • Staff who are poorly trained embrace a poor attitude or work ethic and take a high toll on the morale of existing staff. • Sometimes the “buddy” system teaches new staff some behaviours and attitudes that are inconsistent with organizational values.

6. Objectives • Create comfort and rapport • New staff need to feel welcome and to have a sense of acceptance and belonging. • Introduce the organizational culture • New staff want to understand the values of the organization and to appreciate how they “fit” in achieving quality resident care.

7. Objectivescontinued • Share relevant information • We want staff to know the answers to important questions and to have a sense of who’s who in the organization. • Explain job responsibilities clearly • Clarify expectations from the very beginning. • Ensure staff are well oriented to their job responsibilities.

8. Objectivescontinued • Provide reality checks • Make sure the orientation isn’t just about what we wish the organization could be. • If we only focus on the “blue sky” picture we can’t be surprised if new staff are “shell-shocked” and wonder why we weren’t open, honest, and candid.

9. Objectivescontinued • Gain full participation • Give as many people as possible a role to play in new-staff orientation. • Ensure that the orientation process stays fresh and relevant to staff needs. • Involve mentors, managers, and administrators in open dialogue. • Ensure that mentors feel valued and able to contribute to a change in culture.

10. What is a Mentor? A Teacher A Leader A Nurturer Lead from where you are — you can make a difference!

11. What is a Mentor?continued Good at her or his job! Has a good understanding of roles, processes, and positions in her/his department and in other departments Positive, team-focused, genuinely caring Sees the big picture and is not intimidated by pressure Mentor Team Program

12. What is a Mentor?continued A good time manager A problem-solver A good communicator Lives by the values of our home and leads others by being a positive role model Passionate about her/his work Mentor Team Program

13. Role of the Mentor • Make contact with the assigned new employee • Provide information, encouragement, and support to new employees • Assist new employees in completing the orientation program, including checklists • Be available to answer questions from any new employee or current staff member • Make recommendations on improving the Mentor Team program

14. Role of New Staff • Accept the mentor and her or his role • Co-operate with the mentor in order to gain the knowledge and experience to become a skilled performer in her or his new job • Actively seek out mentors and maintain regular contact • Complete the orientation requirements, including checklists • Make recommendations on improving the Mentor Team program

15. Role of the Managers • Provide support and guidance to the Mentor Team and help it to become independent, self-directed • Link each new staff member to a mentor • Confirm expectations of new staff re: process, timelines • Consult with mentor before final review of new staff member (end of probationary period) • Meet with new staff for final review • Support Mentor Team in improving program

16. Mentor Team Criteria Formal Criteria • Two years of experience at our home • Good attendance record • Well organized – both as a role model and in order to commit the time to the role • Lives and models the values of our home • Demonstrates “values-driven behaviour”

17. Mentor Team Criteria Informal Criteria • An informal leader in our home • Someone who will march into your office and tell you what’s wrong – and how they plan to be part of fixing it • Someone chosen by their peers to be a representative or an advocate (other than their union steward)

18. Our Mentor Team • [insert no. of] RNs • [insert no. of] RPNs • [insert no. of] PSWs • [insert no. from] Housekeeping • [insert no. from] Dietary • [insert no. from] Maintenance • [insert no. from] Activation / Recreation • [insert no. from] Administration • [Etc. . . . ]

19. Our Mentor Team [insert picture of Mentor Team with names]

20. Any Questions?

21. Break [

22. Practice! • Break into pairs • Assume the role of mentor and new staff • Conduct guided conversation (see handout) • Switch roles • Conduct guided conversation • Report your experiences back to the group

23. Practice!continued [insert a section here on Conflict Resolution that reflects your home’s policies and procedures in this area ─ include: • description • discussion • role play: • demonstration • mentors’ practice]

24. Future Plans • Monthly meetings of Mentor Team • Share experiences • Identify training needs • Recommend improvements • Date of first Mentor Team meeting • Quarterly Training • Conflict resolution • The adult learner • Other training needs as identified

25. Any Questions?

26. Thank Youfor being a Mentor! [insert picture of Mentor Team without names]