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From the desk of Adrianne Avillion, DEd, RN

Staff Development Weekly: Insight on Evidence-Based Practice in Education, January 29, 2010

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Editor's note: Welcome to our new feature written by staff development expert Adrianne Avillion. Each week, Adrianne will write about an important issue in the profession of staff development or answer reader questions. If you have a question for Adrianne, e-mail her at adrianne1@comcast.net.

Q: Based on staff feedback and a review of the literature, I believe that a mentor program would help recruitment and retention activities in my organization. However, most managers tell me mentors and preceptors are the same thing and that we can just expand our preceptor program to include mentorship. Am I wrong? What is the difference between preceptors and mentors?

A: First, congratulations on your idea. You are correct; research shows that mentorships enhance recruitment and retention. Preceptor programs and mentor programs are very different. You can't just assume preceptors will become mentors.

Preceptors function within a specific time frame to accomplish specific goals. Most preceptor programs are part of orientation. The preceptor functions as the clinical expert who is responsible for helping to orient new employees to the basic tasks and responsibilities of their new roles. There is a specific time frame within which this must be accomplished. The preceptor also has authority over the person being precepted. The preceptor will supervise and evaluate the job performance of the new employee and has a say as to whether the new employee will successfully complete orientation.

A mentor relationship is usually maintained on a long-term basis with no fixed ending. The mentor is not an authority figure and is not in the position of evaluating job performance. Rather, the mentor serves as a role model and guide. She/he is someone who has more experience in the given job field (e.g., nursing) and helps the mentee to grow and develop professionally.

It is a collegial relationship, established and maintained because both parties want to, not because they have to. Mentees believe their mentors are not only guides, but friends who want to help them succeed. Mentors believe they want to help colleagues grow and develop and will share their expertise to achieve those goals. The relationship is also a confidential one, within which mentees can confide concerns and fears, hopes, and dreams, without fear of repercussions or recriminations.

Mentor programs should be established within organizational guidelines. For example, acting as mentors should be voluntary. A mentor preparation program should include explanation of what a mentors and mentees are, how to successfully mentor someone, and the mentor's time and commitment responsibilities.

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