[Mentoring in urological postgraduate training : Use of a competence matrix for the evaluation of results].

Autor: Necknig U; Abteilung für Urologie & Kinderurologie, Klinikum Garmisch-Partenkirchen, Auenstr. 6, 82467, Garmisch-Partenkirchen, Deutschland. ulrike.necknig@klinikum-gap.de., Leyh H; Abteilung für Urologie & Kinderurologie, Klinikum Garmisch-Partenkirchen, Auenstr. 6, 82467, Garmisch-Partenkirchen, Deutschland., Gernhold L; Abteilung für Urologie & Kinderurologie, Klinikum Garmisch-Partenkirchen, Auenstr. 6, 82467, Garmisch-Partenkirchen, Deutschland., Waidelich R; Urologische Klinik und Poliklinik, Klinikum der LMU, München, Deutschland., V Ostau N; Klinik und Poliklinik für Urologie, Kinderurologie und Uroonkologie, Universitätsklinikum Essen, Essen, Deutschland., Kunisch R; Allgemeinmedizinisches Institut, FAU Erlangen, Universitätsstr. 29, 91054, Erlangen, Deutschland., Kiesewetter J; Institut für Didaktik und Ausbildungsforschung in der Medizin, Klinikum der LMU München, München, Deutschland., Weidenbusch M; Medizinische Klinik und Poliklinik IV, Nephrologisches Zentrum, Klinikum der LMU München, München, Deutschland.
Jazyk: němčina
Zdroj: Der Urologe. Ausg. A [Urologe A] 2021 Feb; Vol. 60 (2), pp. 203-211.
DOI: 10.1007/s00120-020-01376-6
Abstrakt: Objectives: For the professional development of junior employees, sufficient competence is decisive for their career. The mentoring programme Urology Roadmap provides residents career planning in various roles (junior staff member, developer, networker, multiplier). To date, no data are available on the extent to which the role matrix instrument is suitable as a competence matrix for evaluating results.
Materials and Methods: In a prospective longitudinal study, the competence development of 21 mentees was recorded by their mentors in a validated questionnaire (The Munich Evaluation of Mentoring Questionnaire, MEMeQ). A modified role matrix based on CanMEDs (Canadian Medical Education Directives for Specialists) was used as an assessment tool. The focus of the evaluation was on four defined roles at three levels (private, employer-related, (inter)national) with four development stages.
Results: The highest level of satisfaction was found for the aspect "successful design of the career path" (93%) and the lowest was found for the aspect "facilitation of everyday working life" (67%). In all, 93% recommend participation. The mentees achieved significant increases in competence in all four roles. The highest level of competence was found in the role of junior employee (m start 1.3 ± 0.7, m end 2.4 ± 0.7, p < 0.001), followed by developer (m start 1.2 ± 0.8, m end 2.2 ± 0.7, p < 0.001) and networker (m start 1.3 ± 0.7, m end 2.1 ± 0.6, p < 0.001). Of the mentees, 54% were able to achieve the target competence level 2 in more than 90% of all roles and levels.
Conclusions: The instrument role matrix is suitable to objectively evaluate the results of the mentoring programme and reflects the state of personnel development.
Databáze: MEDLINE
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