PHARMACY MENTORING PROGRAM INFORMATION

MENTORING PROGRAM OVERVIEW AND TOOLS


• Introduction
• Benefits of the Mentoring Relationship
• Responsibilities of the Mentor and Mentee
• Role of the Mentor and Supervisor
• CCPMN Guidelines
  
• Suggested Topics for Discussion
• Resources

Welcome to the Commissioned Corps Pharmacy Mentoring Network (CCPMN), a one-to-one communication network affording the mentor (a more senior officer, 0-4 to 0-6) the opportunity to provide guidance to the mentee (a more junior officer) on career and professional development goals and objectives.

GOALS

• To provide a structured mentoring network capable of assisting the mentee in defining career goals, developing a career plan, and identifying continuing education/skill development needs.

• To provide an environment that fosters a sense of well-being, acceptance, and inclusion of all pharmacy officers into the culture of the Commissioned Corps.

OBJECTIVES

• To boost the morale and confidence of more junior pharmacy officers through the development of an interpersonal relationship with a more senior officer who has many of the following traits:

o a positive attitude about PHS, the Corps, and the pharmacy profession

o a polished, professional image and wears the PHS uniform with pride and distinction

o a good working knowledge and understanding of the various aspects of the Commissioned Corps

o is actively involved in and familiar with training and educational opportunities for the pharmacy profession

• To afford more senior pharmacy officers the opportunity to participate in the development of more junior officers through the sharing of their expertise and knowledge.

• To develop and maintain a cadre of confident, competent, well informed pharmacy officers to be a source of strength and pride for the United States Public Health Service.

Many stand to benefit from participating in CCPMN: the mentee, the mentor, as well as the Commissioned Corps.

Benefits to Mentees

• Development of an interpersonal relationship with a caring, informed, supportive advisor

• Guidance in understanding the political and cultural environment of the Commissioned Corps

• Ability to receive constructive feedback

• Direction in defining and achieving career goals

• Acquisition of an objective and credible source of information

Benefits to Mentors

• Satisfaction in helping your mentee define and achieve career/professional goals and objectives

• A sense of pride from observing your mentee develop

• An opportunity to improve interpersonal communication, motivation, coaching, counseling, and leadership skills

• Pleasure in knowing you are contributing to the success of the Corps

• An opportunity to impart valuable information, expertise, and wisdom to a receptive, more junior officer

Benefits to the Commissioned Corps

• Maintenance and continued development of public health leadership

• Improvement in retention rate of pharmacy officers

• Development of a more savvy, confident cadre of officers well versed in the culture and politics of the Commissioned Corps and the U.S. Public Health Service

TEN COMMANDMENTS FOR A SUCCESSFUL
MENTORING RELATIONSHIP

• BE PROACTIVE - Don't wait for your mentor or mentee to contact you.

• NEGOTIATE A COMMITMENT - Agree to have regular contact at pre-defined intervals.

• ESTABLISH A RAPPORT - Learn as much as you can about one another.

• BE CONFIDENT - Each of you has something important to offer the other.

• COMMUNICATE - Share your knowledge and experience openly.

• BE A GOOD LISTENER - Hear what your mentor or mentee is saying to you.

• BE RESPONSIVE - Act upon what you've planned.

• BE ACCESSIBLE - Have an open-door or open-phone policy.

• TAKE RESPONSIBILITY-It takes two to have a successful mentoring relationship

Responsibilities of the Mentor

• Serve as a role model - present a polished, professional image.

• Be a resource person - provide general information on the PHS, its two personnel systems; the Commissioned Corps, its standards of conduct, the proper wearing of the various uniforms, military etiquette and courtesy; professional training opportunities; phone numbers; names; etc.

• Listen - actively listen; be open, flexible, and understanding; keep conversations confidential.

• Counsel - establish a trusting, open relationship; help identify strategies for achieving your mentee's career goals and objectives.

• Motivate - be encouraging, supportive, and available; provide positive feedback; create incentives.

• Guide - empower the mentee by offering suggestions and options but allowing the mentee to make the final decision.

• Offer insight - explain written and unwritten rules of the organization; help mentee to see the big organizational picture.

Responsibilities of the Mentee

• Initiate - be proactive; schedule meetings; actively seek out your mentor.

• Participate - be eager to learn; take advantage of information and suggestions offered; think ahead and contemplate your career goals and objectives; interact with mentor to achieve desired goals.

• Listen - actively listen; be open to constructive criticism and positive feedback; consider all suggestions and options with an open mind; respect mentor's confidence and trust.

• Be responsible - always be considerate and respect mentor's time; express appreciation for assistance given; make only positive or neutral comments about your mentor to others.

• Be honest - communicate openly with your mentor; ask for feedback; acknowledge when mentor's suggestions are followed and share the outcome.

Although in the Commissioned Corps Pharmacy Mentoring Network, the mentor is not to be in the direct line of supervision of the mentee, we recognize that supervisors and mentors play different, yet complementary roles in the professional life and development of the mentee. Those involved in the mentoring relationship should understand and respect these differences to avoid possible conflict and confusion.

Role of the Mentor

The mentor's focus should be on the needs and career goals of the mentee. The mentor should be a confidant, and provide counsel, information, support, and psycho-social assistance to the mentee. The mentor is not to interact with the mentee's supervisor on behalf of the mentee, but might need to encourage effective communication/interaction between the mentee and the supervisor. The mentor is not to have input into the mentee's performance rating.

As mentioned above, the mentor is not be in the direct line of supervision of the mentee. This encourages freedom of "confidential" communication within the confines of the mentoring relationship without fear of recriminations. Potential conflict of interest is also avoided if, and/or when the mentee elects to make a career or job change.

Role of the Supervisor

The supervisor motivates, coaches, and assesses the job performance of an employee or officer. Although the supervisor is also responsible and accountable for the mentee's professional and career development, the supervisor/mentee relationship tends to be more organizationally focused rather than mentee focused.

The Commissioned Corps Pharmacy Mentoring Network is a formal, voluntary, one-on-one mentoring program for active duty Commissioned Corps pharmacists. This network should be one of many career development tools available to pharmacy officers.

The mentee should have the freedom of "confidential" communication within the confines of the mentoring relationship, therefore, the mentor should not be in the mentee's direct supervisory chain of command. Additionally, to further reduce potential conflict of interest, the mentor should be at least two ranks higher than the mentee whenever possible.

Initially, plan to have a six month mentor/mentee relationship. Upon termination, each will be expected to evaluate the program and the mentoring relationship. This will provide valuable feedback for improving CCPMN. Participants will have the option of continuing the mentoring relationship if both are in agreement.

Work together to establish ground rules for the relationship during your first meeting. The "Mentoring Relationship Guide" should help direct you.

Although many stand to benefit from participation in CCPMN, the mentoring relationship should be tailored to meet the needs of your mentee.

Plan and organize before your meetings. Using the goals and objectives outlined by your mentee in the "Mentoring Relationship Guide" along with the listing of suggested topics ,

prepare an agenda for each meeting. This should facilitate meeting flow and help ensure that identified topics are covered within the six month time frame.

Schedule meetings in advance. If there's a scheduling conflict, notify the mentor/mentee immediately and reschedule. The importance of these meetings should not be minimized.

Determine how often you'd like to meet. We recommend at least one hour per month, but the decision should be mentee driven.

Keep a log or journal of your mentoring meetings and experiences. Use a check off list to keep track of topics covered.

Augment the CCPMN Guide with personal development classes and workshops available to you through your Agency or community. Though formal training is not currently available, we do recognize its value and hope to provide something in the near future.

Tailor your mentoring activities to minimize the impact on job duties and responsibilities. Supervisory notification of the mentoring relationship is optional unless mentoring activities take place during normal duty hours.

Notify the CCPMN Coordinator in instances of a mentoring mismatch. Either party has the option of terminating the relationship for any reason, expressed or not. We recognize that some mentoring relationships may not meet the expectations of the mentor and/or mentee and will make every effort to reassign either party.

Remember to complete and submit the CCPMN Evaluation Form at the termination of the mentoring relationship.

In addition to focusing the mentee's career goals and objectives, please ensure that your mentee is knowledgeable of the topics listed below. You might consider assigning 2 or 3 topics to your mentee to research for discussion at your meetings. This will help the mentee become familiar with resources that are available while learning more about the organization for which they work. Keep a checklist or journal of topics covered.

• Organizational History

• Organizational Culture

• Differences between the Civil Service and Commissioned Corps personnel systems

• Military etiquette and courtesies

• Correct wearing of the CC uniform

• Organizational politics (i.e., Plagues and Politics)

• Mission, goals, and values of PHS and the Commissioned Corps

• Organizational Resources (Officer's Handbook, Personnel Manual, Other officers, etc.)

• Educational Opportunities

• Training opportunities offered by DHHS, PHS, CC, DOD

• How to prepare a curriculum vitae

• Regular Corps

• PharmPAC

• Billets

Commissioned Corps Bulletin, Division of Commissioned Personnel, Office of the Surgeon General, PHS, DHHS

BENEFITS

Information on Health Care Services. A Guide for Active Duty Commissioned Officers. CCPM Pamphlet No. 65.

Champus Handbook. 6010.46-H

Tricare-Family Member Dental Plan Booklet. - Information for enrollees, Tricare-Family Member Dental Plan, DDP* Delta Audio Response System, Tel.: 1-800-337-9991

A Summary of Veterans Administration Benefits. Veterans Administration, Department of Veterans Benefits. VA Pamphlet 27-82-2. September 1988

Information on Commissioned Officer Survivor Benefits. U.S. Department of Health and Human Services, Public Health Service. CCPM Pamphlet No. 63. September 1990.

Servicemen's Group Like Insurance Booklet. Department of Veterans Affairs. Pamphlet No. 29-78-1

DCP INFORMATION

Commissioned Officer's Handbook. U.S. Public Health Service Commissioned Corps. CCPM Pamphlet No. 62. Spring 1994.

Commissioned Officer Roster and Promotion Seniority. U.S. Department of Health and Human Services, Public Health Service. October 1, 1995.

A Supervisor's Guide to the Commissioned Personnel System 1990 . U.S. Public Health Service Commissioned Corps. CCPM Pamphlet No. 58. May 1990.

OTHER

U.S. Public Health Service Pharmacist's Handbook. U.S. Public Health Service Pharmacist Professional Advisory Committee. September 1993.

Information on Uniforms. U.S. Department of Health and Human Services, Public Health Service. CCPM Pamphlet No. 61. September 1993.