EMS Mentoring Program
Background
The historical practice for Emergency Medical Services (EMS) advancement has been to promote those into supervisory positions that were good field providers. Management evaluated employees for a leadership position that had little to no leadership development and attempted to promote based solely on their ability to provide treatment. Providers with excellent clinical skills do not necessarily make them a good leader, i.e. supervisor or manager. The mentality must change as to how supervisors, managers, and other administrative positions are chosen.
Our agency currently provides little in the way of leadership development outside of current leadership, supervisors, and managers. Current field personnel only receive training and education they personally seek out from external sources such as, undergraduate, and graduate degree programs; attending conferences with focus on leadership; research into leadership; applying for leadership education and positions; etc. The need for a mentoring program is basically due to two different groups we have within our organization: the ones with leadership skills and those without leadership skills. Since leadership is not directly related to clinical skills, the level and degree of expertise is not a high priority. These groups can be used for …show more content…
One focus should be cost/benefit. We must remain cognizant of financial implications with any program development. Another important aspect is the effectiveness and efficiency of the program. We do not want to implement a program that is designed to fail or provides limited personnel development. The idea of a mentoring program is to provide leadership development for our personnel; not only should we develop personnel in leadership positions currently, but all personnel. Providing leadership to all personnel will excel our agency to higher standards internally and
Background
The historical practice for Emergency Medical Services (EMS) advancement has been to promote those into supervisory positions that were good field providers. Management evaluated employees for a leadership position that had little to no leadership development and attempted to promote based solely on their ability to provide treatment. Providers with excellent clinical skills do not necessarily make them a good leader, i.e. supervisor or manager. The mentality must change as to how supervisors, managers, and other administrative positions are chosen.
Our agency currently provides little in the way of leadership development outside of current leadership, supervisors, and managers. Current field personnel only receive training and education they personally seek out from external sources such as, undergraduate, and graduate degree programs; attending conferences with focus on leadership; research into leadership; applying for leadership education and positions; etc. The need for a mentoring program is basically due to two different groups we have within our organization: the ones with leadership skills and those without leadership skills. Since leadership is not directly related to clinical skills, the level and degree of expertise is not a high priority. These groups can be used for …show more content…
One focus should be cost/benefit. We must remain cognizant of financial implications with any program development. Another important aspect is the effectiveness and efficiency of the program. We do not want to implement a program that is designed to fail or provides limited personnel development. The idea of a mentoring program is to provide leadership development for our personnel; not only should we develop personnel in leadership positions currently, but all personnel. Providing leadership to all personnel will excel our agency to higher standards internally and