CCA Launches Mentoring Program
Sometimes pairing new hires with company veterans can mean the difference between them thriving – or nose-diving. Believing in the value of some professional hand-holding during the early stages of a CCA career, the company recently rolled out a new mentoring program to build employees’ confidence and help them stay the course.
“I felt that our employees needed to be guided and directed individually with care and concern about their job knowledge and their growth in corrections,” says Donnelle Harris, CCA division training manager for Business Unit I, who initiated the program. “Through this program, we hope that employees know they will have someone available to hear them out and support them along the way.”
Mike Latko, senior director, Human Resources for Business Unit I and Kristie Higbee, director, Human Resources for Business Unit I, were also instrumental in developing the program. "As the two of them looked at turnover in Business Unit I, they realized it usually occurs in the first three to six months of employment," says Brian Collins, Executice Vice President and Chief Human Resources Officer. "They felt a need to put employees in a better position for advancement along with retention."
Launched in May, the program will run on a trial basis in Business Unit I, under the leadership of Collins. “We’re going to see what kinks need to be worked out before we pass it on to other business units,” says Harris.
For most new hires, the greatest challenge is simply learning their job. Many are new to corrections. “When you go out on the floor, it’s totally different than sitting in the classroom; it’s a real life, hands-on experience,” explains Harris, who worked at the facility level for nearly five years at Dawson State Jail, Stewart Detention Center and Winn Correctional Center.
In addition to helping employees acclimate to corrections, the CCA Mentoring Program is designed to benefit the company’s bottom line, saving dollars by curbing turnover and reinforcing training on an ongoing, informal basis.
“It could save the company hundreds of thousands of dollars. It costs each facility thousands of dollars per year to continuously train new employees,” says Guy Mathey, training manager at La Palma Correctional Center, where the program is being implemented this year.
“It will reduce turnover,” says Harris. “It will have a lot of people interested in telling others that CCA actually trains you and pairs you with somebody until you gain full understanding and knowledge.”
New employees will continue receiving 40 hours of on-the-job training (OJT). “That process is a general orientation to the facility and its operations,” says Harris.
“Mentoring enhances the OJT process but does not replace it,” says Mathey. “The two programs are separate and have different roles.”
Facilities are currently assigning mentors to new employees only. Mentoring occurs for a minimum of three months and features job shadowing and ongoing accessibility. “We want the mentors to meet with their mentees at least once every two weeks,” says Mathey. “Mentoring sessions can take place anywhere as long as the process is informal and supportive.” Employees who are interested in serving as mentors must have at least one year of corrections experience with CCA and commit to being interviewed and undergoing eight weeks of training. To track the program’s success, mentees will complete evaluation forms after the first three months of mentoring.
By DeAndra Mack
CP July 2009