1. 1
Developing Faculty Skills in Mentoring:
Design of a Comprehensive Program
to Improve Retention of Staff
Physicians
May 3, 2011
Caryl A. Hess, PhD, MBA Robert Patrick, MD, MBA
Andrea Sikon, MD, FACP Elaine Schulte, MD, MPH
schulte@ccf.org
2. 2
Speaker Introductions
Andrea L. Sikon,
MD, FACP
Chair, Department of
Internal Medicine
Caryl A. Hess, PhD,
MBA
Director, Cleveland
Clinic Academy
Robert Patrick,
MD, MBA
Hospitalist,
Department of
Hospital Medicine
Elaine Schulte, MD,
MPH
Chair, Department of
General Pediatrics
3. 3
• Objectives
• Background
• Challenges and Successes
• Cleveland Clinic Program Structure
• Rewards
• Outcomes
Agenda
4. 4
Workshop Objectives
• Recognize why formal physician
mentoring programs are in demand in
healthcare.
• Discuss common challenges
encountered in the Mentee-Mentor
relationship and identify critical factors
for a successful mentorship program.
• Describe the structure of the Cleveland
Clinic (CC) Staff (Faculty) Mentorship
program – Coach, Mentee and Mentor
• Describe the early outcomes of the CC
Staff Mentorship program and participant
reward features.
5. 5
Background
• Informal Mentorship is as old as time
• CC started with 4 providers; now has over
2500 Staff
• Staff (Faculty) Survey Feedback
• Top cited suggestion for improvement:
desire for a structured mentorship program
• Steering Committee formed to research and
pilot a formalized Staff Mentorship Program
(SMP)
- Reviewed literature
- Interviews with outside and prior internal programs
6. Why formal physician mentoring is
important and in demand
6
• AMGA 2007 Physician Retention Survey
• 95% believed mentoring increases retention
• 56% assign mentors to newly recruited
• Less assignments the larger the group
• Physician owned groups more likely to assign
mentors
• Only 25% include training for mentors
• 83% likely to continue
• 79% reporting plans to expand
7. 7
Why formal physician mentoring programs
are important and in demand in healthcare?
• For the Organization
• For the Mentee
• For the Coach/Mentor
Taherian, K and Shekarchian, M. Medical Teacher. 2008. 30:4,e95 — e99
8. 8
2009 AMGA Turnover Rate By Length of Employment*
0%
2%
4%
6%
8%
10%
12%
14%
<1 1 to 2 2 to 3 3 to 5 5 to 10 10+
Source: AMGA Physician Retention Survey, 2009. *n=43, a 15% response rate; Physicians employed by the
respondents n= 13,705
CC Staff Mentorship Program: Participation By
Gender and Length of Employment
0%
5%
10%
15%
20%
25%
30%
35%
40%
<1 1 to 2 3 to 5 6 to 7 8 to 10 10+
Male Female
9. 9
For the Organization
• Reduces Turnover = Savings
Source: OPSA 2008 Termination Report
Assumption of 1.5x annual salary: Atkinson W. et al. The Journal of Practice Management. 2006 (6): 315-5.
2008 Total
CCMI Staff
Termination
s/Departure
s
210
Physicians
16
Terminations
Costs
(1.5x annual
salary)
Patient
Revenue Lost
(NetRev)
$240,000 $260,000
Total Lost $ $3,840,000 $4,160,000
10. 10
Why formal physician mentoring programs
are important and in demand in healthcare?
• For the Organization
• For the Mentee
• For the Coach/Mentor
•Reduces Turnover
•Recruitment & development tool
•Structured Career Development (goals self defined)
•Expands network exponentially
•Rewarding, challenges one’s self
•Opportunity to leave a legacy
‘What we have done for ourselves dies with us;
what we have done for others and the world is immortal.’
-Albert Pike
•Staff (Faculty) Satisfier
•Enhances engagement
11. 11
CHALLENGES
Administrative
• Financial support
• Lack of time
• Lack of support from leadership
Programmatic
• Solicitation of Participants/Marketing
• Unclear expectations
• Unprepared participants
• Mandatory-there against one’s will
• Poor matching
• Lack of declared matches
12. 12
CHALLENGES SUCCESS
FACTORS
Administrative
• Financial support Buy-in from top
• Lack of time Protected time for participants
• Lack of support from leadership Recognition
Programmatic
• Solicitation of Participants/Marketing Multi-disciplinary team of
champions
• Unclear expectations Defined timeline, Structured
career goal setting
• Unprepared participants Required training class, three
roles:mentee, coach, mentor
• Mandatory-there against one’s will Voluntary participation
• Poor matching Voluntary matching
• Lack of declared matches Speed matching event
17. 17
Cleveland Clinic Professional
Staff Mentorship
Program Overview
Ongoing Meetings as
Needed
First Meeting
Matching Process
Orientation
Course
Staff registers
through COMET
Second Meeting Assessment/
Feedback
Referral to Mentor
Toolkit
18. 1818
Cleveland Clinic Staff Mentorship Program
Preferred Participation Rewards
9.5%
3.8%
4.9%
46.9%
10.2%
14.3%
42.9%
7.6%
21.0%
10.5%
6.1%
2.0%
0.0%
20.4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
No Compensation
Needed
APR Recognition CME credit Credit towards
MBA
Complementary
meal
Approved meeting
time
Other* (please
comment)
Medicine Institute N=220, n=120 Pediatric Institute N=160, n=49
* Other =most requested a combination of the other listed options
19. 1919
Rewards Implemented
Annual
Performance
Review
Physician
participation is
recorded in the
Staff’s Annual
Performance
Review
Continuing
Medical
Education
CME credits are
awarded for
course
participation
Masters in
Business
Administration
Coursework
transfers to two
area universities
toward an MBA
degree
Business
Meeting
Time
Approved as
“business
meeting” time by
most Institute
leaders
Networking
An intangible
benefit that has
become
important and
valuable
“Leadership is not about personality; it’s about behavior. “
Kouzes & Posner (2007)
20. 20
80.9% of Course Attendees Registered
Cleveland Clinic Staff Mentorship Program-
% of Program Participants by Institute
39%
21%
6%
5%
5%
3%
3%
3%
3%
2%
2%
2%
1%
1%
1%
1%
1%
1%
1%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
M
edicinePediatrics
N
euroEducation
Em
ergency
S
ervices
Surgery
W
om
en's
H
ealth
Path/Lab
M
ed
D
igestive
D
isease
G
lickm
an
U
ro/K
id
H
eartand
Vascular
LernerR
esearch
B
ariatric
and
M
etabolic
D
erm
and
Plastic
Psychiatry
and
P
sychology
R
egionalO
perations
H
ead
and
N
eck
Endo/M
eta
O
rtho
and
R
heum
21. 21
Cleveland Clinic Staff Mentorship Program
Participation by Title
62%
30%
5%
1% 2%
0%
10%
20%
30%
40%
50%
60%
70%
Staff Associate Staff Dept. Chair Institute Chair Non-staff
126 CCA Course Attendees; 102 Total “Registered” Participants (% based upon Registered Participant Staff Level)
Source- CC Intranet (SIS Database) for Staff Status information
22. 22
Cleveland Clinic Staff Mentorship Program
Distribution of Course Participants
6
15
3
102
Declined to
Participate
Waiting for
Response
Thinking About
It
Registered
36
35
29
34
63
Coach
Mentor
Mentee
Matched
Mentees
Unmatched
Mentee
1 Mentor and 1 Mentee have left CCF since this program began in 5-2009
