Orientation Packet for Program Volunteers

PROGRAM GUIDELINES

The Commissioned Corps Dental Mentoring Program is a formal, voluntary, one-on-one career orientation and counseling program for active duty Commissioned Corps dentists. This Program should be one of many career development tools available to less experienced dental officers. Though this is a formalized program, more experienced officers should also continue informal opportunities to help all PHS officers with which they have contact, both as non category-specific sponsors or category career mentors.

A protégé is considered to be a commissioned officer in the grade of O-3, O-4 or a newly promoted O-5 with less than eight years of Commissioned Corps service. A mentor will be a senior-ranking commissioned officer in the grade of O-5, O-6 or above, with eight years of service in the Commissioned Corps. They will be selected from a pool of volunteers, with a premium placed upon broad knowledge of the culture and workings of the Commissioned Corps generally, and the Dental category specifically.

Mentoring of protégés that have not cleared the three year probation should be undertaken with great care. At first, most questions that a new officer might have would be less category specific, and geared toward information on uniforms, military courtesey, health care and pay issues. Though these might easily be answered by any experienced officer at the protégé's job site, the mentor should be ready to deal with these issues. It must also be remembered by the mentor and protégé team that the primary goal for the new officer is to learn his or her position as a first priority, and explore future career options as a secondary goal. Officers that have cleared probation should be thinking of future goals, or directions that they would like to explore in their career. Most importantly... the mentor/protégé relationship should not be perceived by the protégé's supervisor as being intrusive on job performance, or a distraction at the work site.

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

Initially, a six month mentor/protégé relationship will be formed. At the end of that time, each will be expected to evaluate the program and the mentoring relationship. This will provide valuable feedback for Program improvement. Participants will then have the option of continuing the mentoring relationship if both are in agreement, or requesting a new "match". Mentors and protégés should work together to establish ground rules for the relationship during the first meeting delineating specific goal or the career counseling.

Although many stand to benefit from participation in Program, the mentoring relationship should be tailored to meet the needs of the protégé. Sessions should have preset goals and an agenda. This should facilitate meeting flow and help ensure that identified topics are covered that will help the pair meet long-term goals.

Meetings should be scheduled in advance after determining how often to meet. Scheduling conflicts should be resolved between the mentor/protégé. The importance of these sessions should not be minimized. Though the decision should be protégé driven, it is recommended that at least one hour per month be spent in career counseling. A log or journal of mentoring sessions should be kept, maintaining a check list to track topics covered. Mentoring activities should be structured to minimize the impact on job duties and responsibilities. As a courtesy, supervisors should be notified of participation in the Mentoring Program, especially if activities are scheduled during normal duty hours.

Mentoring has the potential to impact life issue beyond the workplace. Though a Mentor Resource Guide is available, participants might attend personal development classes and workshops offered in the community, or agency sponsored training to round out their life experiences. There is more to a well-rounded officer than that learned on the job.

In the event of a mentoring mismatch the Program Coordinator should be notified. It is recognized that some mentoring relationships may not meet the expectations of the mentor and/or protégé. Either party has the option of terminating the relationship for any reason, expressed or not. Every effort will be made to reassign participants when necessary.

TEN COMMANDMENTS FOR A SUCCESSFUL MENTORING RELATIONSHIP
(Adapted from HSO Mentoring Manual)

1. BE HELPFUL- If you have been helped in the past, pass on the favor.
2. BE PROACTIVE - Don't wait for your mentor or protégé to contact you.
3. NEGOTIATE A COMMITMENT - Agree to have regular contact at pre-defined intervals.
4. ESTABLISH A RAPPORT - Learn as much as you can about one another.
5. BE CONFIDENT - Each of you has something important to offer the other.
6. COMMUNICATE - Share your knowledge and experience openly.
7. BE A GOOD LISTENER - Hear what your mentor or protégé is saying to you.
8. BE RESPONSIVE - Act upon what you've planned.
9. BE ACCESSIBLE - Have an open-door or open-phone policy.
10. TAKE RESPONSIBILITY- It takes two to have a successful mentoring relationship.

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ROLE OF THE MENTOR AND SUPERVISOR

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

MENTOR

The mentor's focus should be to encourage the protégé to excel in the current position, and to address operational needs of the protégé such as pay, health care, etc. (especially if an institutional/agency sponsor is not available). As the protégé matures in the job, future goals should be mapped and discussed. The mentor should be a confidant, and provide counsel, information, support, and psycho-social assistance to the protégé. The mentor is not to interact with the protégé's supervisor on behalf of the protégé, but might need to encourage effective communication/interaction between the protégé and the supervisor. The mentor is not to have input into the protégé's performance rating.

As mentioned above, the mentor is not be in the direct line of supervision of the protégé. 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 protégé elects to make a career or job change.

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 protégé's professional and career development, the supervisor/protégé relationship tends to be more organizationally focused rather than protégé focused. Supervisors can be sponsors, but should not be mentors.

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RESPONSIBILITIES OF PARTICIPANTS

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 protégé's career goals and objectives.
• Motivate - be encouraging, supportive, and available; provide positive feedback; create incentives.
• Guide - empower the protégé by offering suggestions and options but allowing the protégé to make the final decision.
• Offer insight - explain written and unwritten rules of the organization; help protégé to see the big organizational picture.

PROTÉGÉ

• 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.

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SUGGESTED TOPICS FOR DISCUSSION

At the initial mentoring session, it might be helpful for the mentor to develop an "ice breaking" scenario. This scenario could deal with a role reversal where the protégé gives advice to the mentor in regards to a situation (either past experience or fictional instance). An exercise of this type might help the protégé to focus on the difficulty of impacting another individual's career, and lend some perspective to future discussions. In addition to focusing the protégé's career goals and objectives, protégés should have knowledgeable of the topics listed below. This will help the protégé become familiar with resources that are available while learning more about the organization for which they work. A checklist of topics covered should be kept.

• Mission, Goals, and Values of PHS and the Commissioned Corps
• Career Development (collateral duties, career track, awareness of other agencies)
• Organizational Resources (Mentoring Resource Manual, Officer's Handbook, Personnel Manual, Other Officers, etc.)
• Educational Opportunities
• Training Opportunities offered by DHHS, PHS, CC, DOD
• How to Prepare a Curriculum Vitae
• Correct Wearing of the CC Uniform/Military Etiquette and Courtesies
• Regular Corps
• Billets
• DePAC
• Organizational Culture, History and Politics (i.e., Plagues and Politics)

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BENEFITS OF THE MENTORING RELATIONSHIP

Many stand to benefit from participating in the Mentoring Program: the protégé, the mentor, as well as the Commissioned Corps.

BENEFITS TO PROTÉGÉS

• An external focus on the importance of performing well in the primary job
• Development of an interpersonal relationship with a caring, informed, supportive advisor
• Guidance in understanding the political and cultural environment of the Commissioned Corps
• Increased 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 the protégé define and achieve career/professional goals and objectives
• A sense of pride from observing protégé development
• An opportunity to improve interpersonal communication, motivation, coaching, counseling, and leadership skills
• Pleasure in contributing to the success of the Corps
• An opportunity to impart valuable information, expertise, and wisdom to a receptive, less experienced officer

BENEFITS TO THE COMMISSIONED CORPS

• Maintenance and continued development of public health leadership
• Improvement in retention rate of dental 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
• Passing on of the institutional culture and history of the Commissioned Corps

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Participation in a formal mentoring program such as this will produce a stronger Commissioned Officer, and by extension a stronger Commissioned Corps.

Please contact me with questions or comments.

LCDR Cam-Van Huynh
Chair, DePAC Mentoring & Retention Workgroup
505-368-6385
cam-van.huynh@ihs.gov 

or

CDR Laura Hain
Co-Chair, DePAC Mentoring & Retention Workgroup
Office: (541) 756-9621
Laura.A.Hain@uscg.mil