At the 海角禁区, professional development opportunities for research staff go beyond traditional training. It鈥檚 about connection 鈥 learning from one another, building confidence, and creating a community where research professionals grow not just as employees, but as individuals who contribute meaningfully to both their fields and their peers.
The Research Professional Mentorship Program (RPMP), launched in March 2024 and now in its third cohort, is hosted by the College of Medicine Office of Research. Facilitated by Louise Walisser and Sabrina Brewer, RPMP operates as part of the Research Professionals Network, which supports a community of over 200 research staff across the college.
The goal of the program is to cultivate a vibrant community of research professionals by providing a mentorship program that nurtures growth, innovation, and ethical research practices. Through personalized guidance, knowledge exchange, and support, the aim is to inspire, educate, and empower the next generation of research professionals.
鈥淥ur goal is to create a supportive environment that empowers mentors and mentees to reach their full potential professionally,鈥 said Walisser.
"The program offers a meaningful opportunity to give back, share experiences, and build lasting professional relationships," Brewer added.
How it works
Open to all research staff in the College of Medicine, the RPMP runs two six-month cohorts each year. Pairs are matched based on applications that consider their goals, strengths, experiences, and desired areas of growth. Mentors also review mentee applications before pairings are finalized to help ensure a well-aligned match.
Participation is voluntary for both mentors and mentees but requires supervisor approval. The pairs commit to regular meetings over six months; however, they are encouraged to customize the frequency and duration of interactions based on their unique needs. Pairs often choose to continue their connection beyond the program timeline.
Mentor-mentee relationships often cross departments and specialties. For example, a regulatory specialist may be paired with a clinical coordinator from another unit, giving mentees broader exposure to research at 海角禁区. Participants also gain access to a library of resources, including a sample meeting schedule and suggested discussion topics, to help guide and enrich their mentoring experience.
From the beginning, RPMP has continuously evolved by incorporating participant feedback through Zoom debriefs, anonymous surveys, and honest conversations. This ongoing dialogue is driving meaningful and lasting improvements to the program.
Feedback from the second cohort highlighted that mentees wanted more support with setting goals, while mentors sought ways to strengthen their impact. In response, the team brought in Sarah Herman, an organizational development specialist in the Office for Organizational Well-being, to lead a new kickoff session focused on networking and goal setting. She also led a mentor development session designed to equip mentors with practical coaching techniques to foster deeper reflection, support goal setting, and empower mentees to take ownership of their professional development.
鈥淲e鈥檙e grateful to have the opportunity to collaborate with Sarah and the Office for Organizational Well-being,鈥 Walisser said. 鈥淭he mentors gained a lot from participating, and clarifying the distinction between coaching and mentoring is helping them support their mentees more effectively.鈥
Real stories, real impact
The RPMP isn鈥檛 just helping participants feel more supported; it鈥檚 helping them take their careers to the next level. Some mentees have used the experience as a steppingstone, moving from temporary roles into full-time positions. Others have gained the confidence to speak up, take initiative, and build new collaborations with colleagues they might never have met otherwise.
For Becca Mattingly, research program administrator in the department of family and community medicine, being paired with Morgan Yazell through RPMP was a perfect fit.
鈥淚 think one of the biggest takeaways so far has been recognizing that there are other people within the 海角禁区 system who have expertise, who can share what they know, and who understand the workload,鈥 said Mattingly.
鈥淥ftentimes in these roles, it can feel really isolating,鈥 she added. 鈥淏eing able to have mentorship from someone who understands that administrative burden and can say, 鈥榊eah, this system is really hard to work in,鈥 that kind of support means a lot.鈥
Mentors, too, are growing in meaningful ways. Many use the program to develop their leadership skills, build confidence in guiding others, and gain insight into the varied challenges research staff face across departments.
鈥淚 really want to grow in administration and leadership, and I feel that this program has had an impact on my growth in those fields,鈥 said Yazell, a clinical research lead supporting the departments of neurology and neurosurgery. 鈥淏eing able to guide and lead others in the direction that they want to take their careers has been just a wonderful opportunity, and I鈥檓 thankful to be a part of it.鈥
Yazell, who has mentored six participants across three RPMP cohorts, said the relationships often extend beyond the six-month commitment. She鈥檚 still in touch with several of her former mentees. She also emphasized the value of cross-departmental connections.
鈥淓very department does things a little bit differently,鈥 she said. 鈥淓ven in a leadership role, you never know what you could learn from somebody else.鈥
For mentees navigating complex institutional processes, her guidance has made a tangible difference. 鈥淚鈥檝e been able to help mentees with their confidence in clinical research at 海角禁区,鈥 Yazell added. 鈥淎 lot of it is learning the unspoken rules, the systems and processes that aren鈥檛 always written down.鈥
At its heart, the RPMP is about building the kind of partnerships that move people, and the institution, forward.
鈥淚 hope to become a mentor one day,鈥 Mattingly said. 鈥淭o be that person who can say, 鈥業鈥檝e been there too, let鈥檚 figure it out together.鈥欌
A model worth sharing
Walisser was recently invited to contribute to the Mentoring Working Group of the Clinical Research Professionals Training (CRPT) Special Interest Group, part of the Association of Clinical and Translational Science (ACTS). The working group includes peers from benchmark institutions like the University of Michigan, the University of Florida, and Tufts University, to name a few.
While informal, the group offers a space to share ideas, compare notes, and raise the bar together.
鈥淭he goal of our working group is to map the landscape of mentoring programs across the country and develop a shareable resource to help other institutions build their own program,鈥 shared Kris Markman, PhD, director of professional education at Tufts Clinical and Translational Science Institute. 鈥淏y pooling our knowledge and sharing successful models such as the Research Professionals Mentorship Program, our group can help advocate for the importance of mentoring research staff at a national level.鈥
鈥淲e鈥檙e proud of how our program has grown,鈥 Walisser shared. 鈥淲e鈥檙e looking forward to learning from other programs and bringing back ideas to help us continue improving.鈥
As RPMP wraps up its third cohort in November 2025, the team is planning for the future by expanding training resources, introducing new opportunities for participant engagement, and updating the meeting schedule to best serve mentors and mentees.
To learn more about the Research Professionals Mentorship Program, including how to apply, visit the RPMP website.
