The Power of Peer Coaching: Building Skills, Confidence, and Collaboration Among Nursing Staff

Denise Winzeler, director of education and certification strategy at the American Association of Post Acute Care Nursing

Many senior care communities incorporate peer coaching into the orientation process—and for good reason. Peer coaching plays a critical role in helping new employees succeed as they transition into their roles. According to Denise Winzeler, director of education and certification strategy at the American Association of Post Acute Care Nursing (AAPACN), it supports new team members by building confidence, strengthening job-related skills, clarifying policies and procedures, and providing ongoing guidance during the learning process.

While peer coaching programs offer significant benefits, their effectiveness depends on thoughtful design and consistent support. Organizations must take a strategic approach by structuring, evaluating, and refining these programs to ensure they deliver meaningful outcomes. When done well, investment in a strong peer coaching program can lead to greater staff success and smoother onboarding experiences.

Read on to explore the benefits, challenges, and practical steps for building a peer coaching program that supports staff and strengthens your organization.

Pros and Cons of Peer Coaching

Rachael Laudano, vice president, ALSA Services at Masonicare

Peer coaching can be a powerful way to strengthen team dynamics and improve outcomes across senior care settings. It fosters stronger relationships among nursing staff and creates opportunities for meaningful knowledge sharing. “By understanding shared experiences, differences, barriers, and ideas, nurses can strengthen one another and build a more resilient workforce—not just for today, but for the future,” says Rachael Laudano, vice president, ALSA Services at Masonicare. This kind of collaboration supports more effective strategies and ultimately benefits both staff and residents.

At the same time, organizations should approach peer coaching with a clear understanding of potential challenges. Some staff may be skeptical of the program or question its value, which can lead to resistance. “In some cases, these individuals may dominate discussions and discourage participation from others,” Laudano explains. Burnout can also be a factor, with some nurses viewing coaching as an added responsibility rather than a support.

Winzeler highlights that not every nurse is naturally equipped to take on a coaching role, and differences in teaching or communication styles can create friction among staff. “Some peer coaches may not receive adequate training on coaching, feedback delivery, or conflict resolution which can result in unintentionally providing unclear or overly critical feedback,” she says. “Additionally, nurses often manage heavy caseloads, and may struggle to find the time for coaching without adding stress or reducing care time.”

How to Develop a Peer Coaching Program

A successful program starts with a clear vision. Communities should identify the outcomes they want the program to achieve—whether that’s improving engagement, reducing turnover, strengthening peer support, or a combination of outcomes—and align the program structure accordingly.

Selecting the right peer coaches is a critical step. Strong candidates demonstrate key qualities, including:

• Strong knowledge of the job
• Effective listening skills
• Respect of their peers
• Consistency and reliability
• Genuine interest in helping others succeed
• Respectful communication
• Ability to provide honest, constructive feedback

Once selected, peer coaches need proper training to be effective in their roles. This includes building skills in active listening, navigating difficult conversations, setting expectations, and understanding the responsibilities of a coach. Clear guidelines should be established for both the coach and the employee, with opportunities for mutual feedback throughout the process.

“Establish program goals early on and conduct regular check-ins to ensure progress is on target,” says Winzeler. “Ensure there is a transition from the peer coaching process to the employee working independently. The nurse leader will need to determine core competencies the new employee must meet before completing the peer coaching period.”

Winzeler recommends starting small with a pilot program, such as one unit or area for 60 to 90 days. This allows organizations to test and refine their approach before expanding.

Supporting Staff for Long-Term Success

For peer coaching to succeed, staff need to understand its purpose and value. Connecting the program to their daily work and its impact on residents helps reinforce why it matters and encourages engagement. “Establishing committees is another effective form of support, creating collaborative workgroups where staff can contribute ideas, share ownership, and help build programs that are meaningful and successful for everyone involved,” Laudano explains.

Equally important is ensuring that coaching responsibilities are built into workloads—not treated as an informal add-on. “Providing protected time during work hours, adjusting assignments when possible, and formally acknowledging coaching responsibilities prevents the role from becoming an added burden,” says Winzeler. “Without dedicated time, even the most committed staff member may experience stress or burnout.”

Recognition also plays a key role in sustaining staff engagement. “Public acknowledgment, professional development opportunities, small stipends, or inclusion of coaching contributions in performance evaluations signal that the organization values this work,” Winzeler adds.

Measuring Impact and Continuously Improving Your Program

Evaluation starts with clearly defining goals. From there, communities can track measurable indicators such as employee retention, job satisfaction, and reduced onboarding time to assess whether the program is meeting its objectives.

Quantitative data should be paired with direct feedback from peer coaches and participants. “Communities can use surveys, focus groups, or informal check-ins to understand how staff experience the coaching relationship, what benefits they perceive, and what challenges they encounter,” says Winzeler. “Feedback helps identify whether coaching pairs are well-matched, whether coaches feel adequately supported, and whether participants feel the program is helpful and respectful. Because peer coaching often involves interpersonal and emotional dynamics, qualitative insights are essential alongside numerical data.”

Ongoing refinement is essential for long-term success. Regular check-ins with peer coaches, refresher training, and updates to program guidelines can help address challenges and improve outcomes over time. Adjustments to the program’s structure may also be necessary as needs evolve.

While developing a peer coaching program requires time and organizational support, the payoff can be significant. In many cases, programs don’t need to be complex to have a meaningful impact. Simplicity and consistency often make the biggest difference. “Simple, structured check-ins, clear expectations, and consistent support often produce stronger results than overly formal or burdensome processes,” says Winzeler. “Starting small and refining gradually allows the program to grow organically and sustainably.”

Paige Cerulli

Paige Cerulli is a contributing writer to i Advance Senior Care.