Group 5 has recently completed a survey of mentoring practices among subordinates units. Major Joe Wilkins, Group 5 Professional Development Officer, and Captain Jeff Carlson, Group 5 Public Affairs Officer, worked together to conduct the survey. The survey was designed to focus on senior member activity and was distributed by email to 254 senior members in Group 5.

"The survey received a tremendous response. A typical response to an email survey is around 14%, this survey achieved a response rate of over 25%" said Carlson. "I believe we touch a chord that members feel strongly about. We appreciate the effort by all of the members who took time to respond to the survey invitation."

The high response rate achieved a sample size that is considered statistically significant and produces a 99% probability that the data collected is representative of the whole population of senior members in Group 5.

The survey started by asking if senior member retention was a problem in their squadron. Only 12% of the members thought retention was not a problem. 42% percent thought that retention might be a problem but that their squadron was no different than other units in regards to this area. 19% thought retention was a problem for their unit and that members were leaving as fast as new members were joining.

If the members who do leave are dissatisfied, what are their reasons? It is difficult to identify areas where changes can be made to increase member satisfaction without knowing the actual problems. Without actual information, we can only make guesses. Exit interviews provide a method of collecting primary research data. One of the best ways to understand why members leave and organization is simply to ask them. Responses to CAP NHQ's exit interviews did not indicate that the current economic climate was having an impact on retention.

The second question of the survey asked if the Group 5 squadrons performed exit interviews to find out why members were dropping their membership. Less than 2% of the respondents said their unit always asked why a member was leaving. Over 87% said their unit seldom performs exit interviews or were unaware if it was a common practice.

During a discussion at a recent Group 5 staff planning meeting, one suggested cause for a high turnover rate was that members were not being adequately engaged in service in order for them to realize the personal meaning they were seeking from the volunteer service. Also expressed, the feeling that too often new members were allowed to drift instead of being quickly developed into productive resources of the unit. The conclusion of the discussion was that this type of human resource development is best achieved through a mentoring process.

The next series of survey questions focused on mentoring activity in each of the squadrons. When asked if new members were assigned a mentor, 39% said it was common practice in their unit. Another 22% said it rarely or never happened. 23% said it happened sometimes, and 16% didn’t know the unit’s practice.

Mentoring is a proven method for personnel development. The US Air Force and the Civil Air Patrol has extended great effort in the past few years to provide mentor program materials for its members. The Group 5 survey results suggest that mentoring is not being effectively employed on a regular basis in the majority of squadrons.  

For those units with an active mentoring program, the survey inquired about the mentoring tools that were used; the most common was the progression checklist. Only 6% used the CAP mentoring pamphlet and only 4% used the new Operations Excellence material. Over 53% said that the used none of the items listed.

The member recognition program has long been held as an effective way to motivate members by recognizing their service accomplishments. While a significant number of members question the effectiveness, the program seems to still hold some influence. 71% of member had confidence in the effectiveness for decorations, ribbons, and awards for motivating and retaining senior members.