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PEER MENTORS

PEER MENTORS. Making a POSITIVE Impact on Retention Statistics and Improving Job Satisfaction. Presenters:. Penny Abulencia Loretto VP Community Services Executive Director PACE CNY Cheryl Holava Director of Loretto Community Based Education & Peer Mentor Co-ordinator.

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PEER MENTORS

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  1. PEERMENTORS Making a POSITIVE Impact on Retention Statistics and Improving Job Satisfaction

  2. Presenters: • Penny Abulencia Loretto VP Community Services Executive Director PACE CNY • Cheryl Holava Director of Loretto Community Based Education & Peer Mentor Co-ordinator

  3. Presenters: • Shelley McCann Peer Mentor Supervisor • Kim Lanno Peer Mentor • Deidre Johnson Peer Mentor

  4. Need Observed:Idea  practice

  5. The Future of HealthCare •  pool of skilled direct care workers • Need to keep the workforce we have. • Provide on-going learning opportunities for growth – personally and professionally

  6. The Mentor Program • PACE CNY recognized the value in the concept of mentoring as a support for our Direct Care Workers and actively pursued development of that plan 2005-2007.

  7. An idea whose time has come!Victor Hugo

  8. Opportunity Knocks! • 2006, Project Home Community Workforce Development Grant. • The Union Training Fund • Connection with a consultant from PHI to prepare us • Mentor Training Program.

  9. Retaining the New Employee At the end of 2007, we studied the year’s total “departures from employment” for specific reasons:  Largest # of Voluntary and Involuntary terminations were in the first 3 months of employment • We brainstormed to create a variety of approaches to address the issues that we can have some influence over.

  10. Program Designed after collection of information from: • Staff focus groups • Purpose: develop program goals and created criteria for choosing Mentor candidates. • Staff “buy-in” is critical.

  11. Design • Issues that we could impact: improving communication skills early intervention to relieve the predictable stressors

  12. Design • The Mentor Supervisor’s role became a dedicated position

  13. Lay the foundation • Do not underestimate the importance of the preliminary ground work. It will determine the success of the program

  14. Major OrganizationalAttitude Change • Not just about training a few exceptional Aides • Need for considerable thought and preparation

  15. Leadership Support • Be a champion • Explain the plan and everyone’s role in it, clearly to all staff. • Acknowledge the value

  16. Training Peer Mentors involveshelping them to: • Develop good interpersonal communication skills • Become more self-aware • Build a Leadership role model potential around a positive attitude including pride in their work

  17. Program Goals • Assist new aides in developing problem solving strategies, guide them-don’t solve for them • Understand differences in the way people learn • Accept the need to be non-judgmental of differences

  18. Your first week at a new job? • No matter the level of employment – there are feelings • Please think about your own feelings the first week you were at your current job.

  19. Common Stressors met in the 1st 3 months • We collected input from the workforce. Common issues and feelings were reported: FEAR inadequate skills being in unfamiliar territory Feeling or looking “stupid” exclusion by co-workers or Participants “new kid” syndrome

  20. How fast can they get out the door? • Frustrated • Lost • Lack of confidence  Overwhelmed

  21. Stressors • Desperate to succeed • Unfamiliar with traveling required in Community Care • Don’t know where to go to solve problems encountered  Afraid to complain or suggest

  22. Support • Next question, “So what can a mentor do about these issues?”

  23. Mentor training • Join us at our Break-out Session to see HOW?

  24. Important Learning • “ This could benefit my entire life ! ”

  25. Benefits • positive career move • recognition of their worth • increased job satisfaction

  26. Benefits New skills influenced other seasoned aides • positive inter –actions • constructive problem solving • role modeling of respect for others • future opportunity to become a Peer Mentor.

  27. Retention and Statistics

  28. Improvements begin!new aides retained through their 1st 6 months of employment • 2005 Estimated = 52% • 2006 = 72% ??? • Peer Mentoring Practiced • 2007 = 76% • 2008 = 81.75% • 2009 = (Jan.-June) 61% ??? (July-Dec.) 80% • Last 6 mos. (10/09-03/10) = 93%

  29. Another initiative • Addressing Long-term Valuable Employees needing to revitalize • Career Ladder HHA GCW Mentor GCW II

  30. Geriatric Care Workers IICareer Ladder Development • Graduate from 13 day Certificate Class  CHHA • Complete 36 hrs. of Enhanced Trng on Geriatric Issues GCW • Complete 30 hrs training to become a Peer Mentor • 8 GCWs Applied for & Completed 30 hrs. of concentrated Trng. on Dementia Care, Behavioral Mngmt. & EoL Care – be prepared to support Home Care Nurses and Aides with challenging cases GCW II includes salary increase • Both attend Booster Sessions every other month

  31. Mentor Training Details &Retention Techniques See you in Break-out Session!

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