By Kayla Bacon, Jessica Milliken and Dan Rhone
Working in an emergency communications center (ECC) presents a multitude of challenges that demand resilience and fortitude. Public safety telecommunicators and support staff navigate intense situations daily, from managing distressed callers and coordinating with first responders to maintaining composure in high-pressure scenarios.
The toll of these responsibilities can lead to emotional fatigue, stress-related issues and a pervasive sense of burnout. Alarmingly high turnover rates in emergency telecommunicator positions are often attributed to the relentless nature of the job and the lack of adequate support systems. While a career as an emergency telecommunicator is inherently rewarding, it falls short in retaining employees or motivating them to consistently apply their best efforts.
Telecommunicators yearn for a more profound connection between their personal and professional lives. In response to this need, mentorship programs have emerged as beacons of support and guidance, offering professional and emotional assistance to individuals navigating the challenges in their roles.
The benefits of mentorship programs extend beyond the personal realm, significantly contributing to the overall effectiveness and resilience of ECCs. These programs create environments of continuous learning and growth, bolstering morale, improving retention rates, and ultimately enhancing the quality of emergency response services provided to communities. Mentorship programs have proven to be impactful across various industries. Mentoring can be a critical factor in career development for public safety professionals, providing professional socialization and personal support that facilitates success in training programs and beyond.
If mentorship is such a big deal for public safety communications, why don’t more agencies use mentorship programs? The primary hurdle for most agencies is the daunting task of creating such a program. Implementing a mentoring program in an ECC requires careful planning, effective communication and unwavering dedication.
Here are the steps agencies can take to establish effective mentorship programs in ECCs:
- Assess organizational needs: Identify the specific needs and challenges your ECC faces. Consider the skill gaps, high-stress situations and emotional toll of the job.
- Gain leadership support: Obtain support from organizational leaders, emphasizing the benefits of mentorship for professional development, employee retention and overall job performance.
- Define program goals and objectives: Clearly outline the goals and objectives of the mentorship program, considering both professional and personal development aspects. Define success for both mentors and mentees.
- Identify potential mentors: Look for experienced and skilled public safety telecommunicators with a passion for helping others. Consider a diverse pool of mentors to accommodate different learning styles.
- Create a matching process: Develop a process for matching mentors with mentees based on skills, experiences and personality traits. Ensure compatibility by considering strengths and weaknesses.
- Establish program guidelines: Clearly define the roles and responsibilities of mentors and mentees. Set expectations for the frequency and format of interactions, confidentiality and goal-setting.
- Provide training for mentors: Offer training sessions for mentors to enhance their mentoring skills. Topics should include active listening, effective communication and providing constructive feedback.
- Promote program awareness: Communicate the launch of the mentorship program to all staff members. Highlight the benefits through various channels, such as staff meetings, emails and bulletin boards.
- Implement a support system: Establish a support system for both mentors and mentees. Provide a point of contact for questions or concerns and encourage open communication.
- Monitor and evaluate: Regularly assess the progress of mentorship pairings. Gather feedback from participants to identify areas of improvement and success stories.
- Adjust and expand: Be flexible and willing to adjust the program based on feedback and evolving needs. Consider expanding the program to include group mentoring or additional resources.
- Celebrate success: Acknowledge and celebrate the achievements of mentorship pairs. Share success stories to inspire and motivate others to participate.
Agencies can create mentorship programs that address the unique challenges of 9-1-1 and emergency communications while fostering supportive and collaborative work environments. Through encouragement and guidance, mentors can empower mentees in professional and personal development. Investment in the professional development and well-being of telecommunicators can have a profound and lasting impact on the overall effectiveness of the ECC, cultivating the next generation of industry leaders.
The significance of mentorship programs extends beyond the immediate benefits to individual telecommunicators. These programs play a crucial role in shaping the culture of ECCs and fostering a sense of community among emergency telecommunicators. Mentorship creates a supportive network where experiences are shared, challenges are met collaboratively, and a sense of camaraderie prevails. This community-based approach contributes to telecommunicators’ mental and emotional well-being, reducing feelings of isolation and burnout.
Moreover, mentorship programs serve as a catalyst for professional growth and advancement. Through guidance and encouragement, mentees gain insights into potential career paths, develop new skills and acquire the confidence to pursue leadership roles within the ECC. The entire organization benefits by nurturing a pipeline of skilled and motivated individuals ready to assume greater responsibilities.
The establishment of mentorship programs is not just a solution to the challenges faced by telecommunicators but a strategic investment in the future resilience and effectiveness of ECCs. The positive outcomes of such programs are not only felt on an individual level but reverberate throughout the emergency response system, ultimately benefiting the communities they serve.
The authors are members of the APCO Young Professionals Committee.
References
Center for Creative Leadership. (2022, May 18). “Mentoring at Work: How and Why to Make It Work for Your Organization.” Retrieved from https://www.ccl.org/articles/leading-effectively-articles/mentoring-at-work-how-and-why-to-make-it-work-for-your-organization/
International Association of Chiefs of Police. (2018). “Best Practices in Mentoring.” Retrieved from https://www.theiacp.org/sites/default/files/2018-08/BP-Mentoring.pdf
Lexipol. (2022, August 11). “Career Development in Public Safety Agencies: It’s Personal.” Retrieved from https://www.lexipol.com/resources/blog/career-development-in-public-safety-agencies-its-personal/
Mission Critical Partners. (2020, January 15). “Professional Development: The Key to Recruitment and Retention in 911 Centers.” Retrieved from https://resources.missioncriticalpartners.com/insights/public-safety-911-professional-development
