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Introduction Reciprocal mentoring is one of the activities outlined in the EDI Strategy for the East of England (EOE) NHS Workforce Training & Education Directorate. The programme aims to establish a productive communication and positive relationship between a junior doctor (mentor) from a minority group and a senior doctor (mentee), narrowing the knowledge gap between senior leaders responsible for training programmes, recruitment, promotion, career progression and development, annual reviews, and policies. Through open and honest conversations, mentors discuss their challenges and life experiences regarding career progression and discrimination. As a result of influencing senior leaders, mentors' confidence is expected to increase by raising a voice against injustice, obstacles, bias and prejudices in the NHS. Furthermore, the programme offers mentors the opportunity to gain experience in leadership activities otherwise out of their access, networking and future mentoring opportunities for members of underrepresented groups. Aims and objectives of the research project or activity Share insights and knowledge through the eyes of minority groups and develop an understanding of different perspectives and lived experiences. Enable a platform where the mentor can talk about their experiences openly. Build a partnership with someone at a senior level. Gain opportunities of networking for progress development, raising profile and accelerate career aspirations. Gain insight into the deanery's inner workings and senior level activities and the ways in which politics and power works. Learn from different perspectives. Increase understanding of the ways in which behaviours, beliefs, policies and practices impact upon the lived experiences of persons. Develop a broad and deep understanding of the structural and cultural barriers that maintain workplace inequalities. Increase confidence in challenging beliefs and behaviours with peers and influencing decision making. Motivate others to take action that would make a positive change for individuals from minority groups. Gain valuable insight to 'normalise' conversations around protected characteristics. Get insight into the forms in which power works at a conscious/unconscious level. Method or approach After advertising the scheme through posters, tweets and emails were sent across the region and after a selection and matching process, 14 mentor-mentee pairs participated in this cohort that commenced in June 2023 and ended in November 2023. Participants included clinical fellows, Locally employed doctors, trainees from medical and dental surgical specialties, Deans, Associate Deans, Heads of Schools, and Training Programme Directors. Following virtual induction, each pair met once a month for an hour. Monthly drop-off sessions were offered to mentors to discuss and share their experiences, challenges, and benefits of their mentor-mentee sessions, and resources were shared with participants. The programme was evaluated at the mid-point and the end of the scheme. Topics discussed included transitioning to the NHS, discrimination, career progression, challenging the status quo, equal opportunities, cultural change within a department and organisation, lack of equality given to LEDs for training opportunities, study leave, and microaggressions. Findings 83% of mentors achieved their initial agreed goals and kept a diary for progress and reflection purposes. 100% of mentors and mentees would participate in the reciprocal mentoring programme again, and they would recommend this programme to their colleagues. At an individual level, mentors shared how joining the scheme helped them to communicate with leaders within their organisation, apply for other training and job opportunities and enhance self-esteem and confidence as valuable staff members. Suggestions from participants included organising face-to-face and virtual meetings to promote communication and networking across members, offering drop-off sessions for mentees, and offering training throughout the scheme to manage the power dynamics arising between mentors and mentees. These and other suggestions will be assessed and implemented in a cohort planned for Spring 2024. Key messages As demonstrated with our scheme, reciprocal mentoring is crucial for influencing and growing diversity and inclusivity in organisations by focusing on individual and systemic change. Promoting conversations in an open and safe space for leaders and less senior staff members from minority backgrounds enhances belonging and empowers them to drive change.
Sundaralingam et al. (Fri,) studied this question.