In 2001, there were about 2.7 million licensed, registered nurses in the U.S., but only 2.2 million of them worked in the field. The difference wasn't caused by a lack of job openings: That year, an American Hospital Association study identified 126,000 vacant nursing positions in hospitals nationwide, reports Deedy Buric, program director at the Colorado Center for Nursing Excellence.

A related study by the Department of Health and Human Services stated that, based on current trends in demand and nursing school enrollments, the nationwide 6 percent nursing vacancy rate among all health care providers will balloon to 29 percent by 2020.¹

Further, according to Sue Carparelli, president and CEO of the Colorado Center: "In Colorado alone, the average age of nurses is 47 with 9 percent of the nurses under the age of 30."

SUCCESSFUL MODELS

Nationwide, health care facilities are working to improve the work environment for greater job satisfaction and efficiencies. Many are creating mentoring programs to retain their nurses.

The Colorado Center for Nursing Excellence, in collaboration with the local Chapter of Sigma Theta Tau International, a nursing honorary society, are piloting a mentoring program for pre-nursing students. They sponsor the program, "Lamp Lighters," in metro and rural areas where there is a combined presence of nursing schools, medical centers and hospitals. The program now has 25 mentors and protégés. More importantly, there are now 1,000 students on a waiting list for state nursing schools.

The Denver Health Medical Center is also piloting a mentoring program, says Wendy Alexander, manager of organizational development and customer service. The pilot will last for three months in the surgical, trauma and intensive care unit. Mentors and protégés apply for the program, are matched and receive training. Mentors can't be preceptors for new employees.

GETTING STARTED

The first step to addressing the crisis is to analyze where the retention problems occur. Are students in pre-nursing programs disillusioned with the wait to get into nursing school? Are nursing students dropping out? Are new nurses quitting?

Once you focus your program, market it to get nurses interested. Develop a brochure, handout or article that addresses mentors' and protégés' questions, including: Why would someone want to be a mentor? What's in it for me? Why do I need a mentor? How do I select a mentor?

Explain that being a mentor:2

·          carries on the nursing legacy

·          keeps you sharp

·          forces you to set an example, thereby enhancing performance

·          enhances your value to others

·          encourages creativity

·          provides a window to "get by giving."

Being a protégé offers these benefits:

·        opens doors

·        provides coaching and advice on setting goals

·        saves you time

·        saves you money

·        reduces your frustration

·        improves career satisfaction

·        enhances your overall sense of well being.

CRITERIA AND SELECTION

A mentor should be generous, unselfish, self confident, competent, willing to share and committed. You can use the Mentor Scale to measure a mentor's need for sociability, dominance and openness--crucial components of an effective mentoring relationship. The scale was inspired by the FIRO-B®, an excellent instrument developed by Will Shultz and distributed exclusively by Consulting Psychologist Press.

A protégé should be open to learning, sharing, receiving advice and guidance. An effective protégé shows initiative in acting on advice, and shows respect and appreciation for the mentor. Protégés should also be committed and competent.

Some programs are designed that both mentors and protégés can volunteer. A program coordinator can allow the matching process to be handled objectively. Other programs have applications and a screening process before the matching occurs. Sometimes protégés request certain mentors and vice versa. The best success rate occurs when both the mentor and protégé are comfortable with each other when they enter the relationship.

EXPECTATIONS

Mentors and protégés should be aware of what is expected of each other. You can host a training workshop for both to communicate their expectations. They should then meet at least monthly to discuss experiences, concerns and goals.

The mentor should be encouraging and provide coaching not lecturing. The protégé should not become dependent on the mentor. The mentor can help the protégé become independent and take responsibility. Most importantly, their time together should be spent acknowledging little successes towards the common goal.

MEASURING SUCCESS

The first indicator of a mentoring program's success is increased retention of nursing students in school and nurses in the workplace. The second is when protégés want to become future mentors and perpetuate the cycle.

There is no question that creating and implementing a mentoring program will take time and commitment. However, retaining nurses and keeping them excited about their crucial role in society is one proven solution to the nursing shortage crisis.

References

1.      FitchRatings. Nursing Shortage Update. Health Care Special Report. May 13, 2003.

2.      Wickman F and Sjodin, T. Mentoring.McGraw-Hill, New York, NY. 1997. p. 89, 69.

Sue Romero is a human resources consultant and facilitator specializing in employee relations issues, manager coaching, management and team training. She has over 20 years experience coaching managers on enhancing their effectiveness. Her Web site is  www.romeroconsulting.com. For more information about the Colorado Center for Nursing Excellence visit their Web site at www.ColoradoNursingCenter.org.