Challenge & Selection    I work in a hospital and one of my focus area of work revolves around   developing a culture of mentoring . The outcome is simple - Foster a culture   that encourages sharing of organisational and technical information as well   as emotional support through mutually beneficial relationships . It sounds   great but in reality , hospital staff often do not have the time and a strong   enough understanding to go beyond the politics to invest in such   relationships . I chose storytelling and mind mapping as tools to overcome this   challenge .      Application and insight   Storytelling is a great tool to both understand the perspectives of others as   well as to create buy - in for a desired outcome . We began by doing   interviews to understand our staff 's perception of mentoring . Upon hearing   the many stories , we began the ethnographic process using mind mapping   to discover patterns in why mentoring was not well accepted . We found that   previously , there were many mentoring programmes conducted in various   departments and teams . We found that often these mentoring initiatives   were top down with very little understanding of the needs of the mentees .   Mentees felt like they had little control in regards to choosing an area of   growth and who to learn from . We learnt that in many situations , mentees   and mentors were ill - equipped and often lost in the mentoring process   resulting in miscommunication , mismatched expectations and little to no   development . Finally we found that there was a perception that mentoring   takes too much time away from the actual work . As such both staff and   supervisors are unwilling to support these initiatives .      Ideation and learnings    From the insights learnt , we drafted a programme that included short   trainings for both mentees and mentors , a matching process that prioritised   the mentees area of growth and choice of mentor and finally a data   collecting approach to learn of how the mentoring experience with a   learning launch . With the data collected about the amount of time   mentoring is required together with how much growth is experienced , we   made the data known to prospective mentees and mentors . Subsequently   we decided to use the storytelling approach through recorded interviews . In   our # mentoringworks campaign , we shared the learnings from mentees and   mentors to all staff . In a span of 3 years , almost 70 % of staff are now on board   this mentoring programme .      I have learnt that when we take a learning approach to tackle issues - from   being person - centric to holding learning launches , we discover what truly is   needed rather than what is thought to be wanted . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Challenge & Selection    I work in a hospital and one of my focus area of work revolves around   developing a culture of mentoring . The outcome is simple - Foster a culture   that encourages sharing of organisational and technical information as well   as emotional support through mutually beneficial relationships . It sounds   great but in reality , hospital staff often do not have the time and a strong   enough understanding to go beyond the politics to invest in such   relationships . I chose storytelling and mind mapping as tools to overcome this   challenge .      Application and insight   Storytelling is a great tool to both understand the perspectives of others as   well as to create buy - in for a desired outcome . We began by doing   interviews to understand our staff 's perception of mentoring . Upon hearing   the many stories , we began the ethnographic process using mind mapping   to discover patterns in why mentoring was not well accepted . We found that   previously , there were many mentoring programmes conducted in various   departments and teams . We found that often these mentoring initiatives   were top down with very little understanding of the needs of the mentees .   Mentees felt like they had little control in regards to choosing an area of   growth and who to learn from . We learnt that in many situations , mentees   and mentors were ill - equipped and often lost in the mentoring process   resulting in miscommunication , mismatched expectations and little to no   development . Finally we found that there was a perception that mentoring   takes too much time away from the actual work . As such both staff and   supervisors are unwilling to support these initiatives .      Ideation and learnings    From the insights learnt , we drafted a programme that included short   trainings for both mentees and mentors , a matching process that prioritised   the mentees area of growth and choice of mentor and finally a data   collecting approach to learn of how the mentoring experience with a   learning launch . With the data collected about the amount of time   mentoring is required together with how much growth is experienced , we   made the data known to prospective mentees and mentors . Subsequently   we decided to use the storytelling approach through recorded interviews . In   our # mentoringworks campaign , we shared the learnings from mentees and   mentors to all staff . In a span of 3 years , almost 70 % of staff are now on board   this mentoring programme .      I have learnt that when we take a learning approach to tackle issues - from   being person - centric to holding learning launches , we discover what truly is   needed rather than what is thought to be wanted .
### Output: 