The Hurley Group In house mentor scheme was started in 2012 to provide career mentoring and support staff development. The scheme aims to identify and develop talented staff, encourage career progression, support staff retention, and demonstrate good employer qualities. Mentees receive 6 mentoring sessions over 12 months to assist with career goals. Evaluation found that both mentors and mentees found the scheme valuable for development and reflection, and that staff turnover was lower than average despite a period of expansion.

1. The Hurley Group In house mentor scheme
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Started in 2012 to:
 provide a career focus through mentoring which endorsed the key
organisational values of offering exceptional quality of care
throughout each career stage, and attaining the highest standard
within one’s own profession
 help the organisation identify and fast-track talented and committed
individuals
encourage an educational and career-development ethos from
senior to new-entrant levels of the organisation
Demonstrate ‘good employer’ qualities of fair opportunities for all
staff
Support retention of capable staff, and enable the organisation to
talent-spot and secure the more able and committed individuals
when considering in-house career opportunities and future post
Provide value for money in terms of staff retention: supporting staff
retention at both Mentor and Mentee level
 Train up staff as mentors to provide development opportunities
for them
 Provide mentorship for staff who have identified a career
progression ambition
 Offer 6 sessions over a 12 month period of 1 ½ hours each time
 Mentee to attend in own personal development time
 Non clinician mentors to offer within own working time
 Clinician mentors to either get back fill OR claim an honorarium
payment
 Provide on-going training and development for mentors
 Encourage “next generation” of mentors to train and join the
scheme
Background1
The Scheme2
Mentees3
Conclusion
 Strong sense of engagement with the individual but not with the scheme
 Not able to carry out a definitive review impact on retention as rapid period
of expansion last year but as a rough guide turnover in 2013/14 was 13%
compared to an NHS average of 11%
 Now part of a suite of options to develop and fast track talented and
committed individuals as follow
New member of staff joins the group and accesses the buddy scheme
Using the appraisal system with their line manager identifies career
progression aims and applies for talent management scheme
Takes up a secondment opportunity, and participates in the
Talent Management programme
When next available career progression post is advertised applies for and is
appointed
Joins the mentor scheme for additional support as they establish themselves
in the new position and identify the “where and what next”
5
4 Evaluation
Evaluation carried by:
1) Questionnaire feedback with both mentors and
mentees
2) Review of staff development schemes at Workforce
Planning Meeting
3) Review of retention at Workforce planning meeting
What mentors and mentees said about the scheme
MENTORS
 Being told that our interactions had led to a change in
approach with positive outcomes.
 seeing my mentee become a more reflective leader
MENTEES
 They helped me make a change in my career that opened
up a whole new world. I really do credit them with that.
 I was able to talk open and honest and received ideas of
ways I could perhaps try things differently
 I have learnt that I should believe in myself a bit more
and take a risk and try to go for what I want to do
Lead GPs
14%
Salaried GPs
18%
Nurses
3%
HCAs
4%
Practice
Managers
32%
Other admin staff
29%