Chapter 6Workforce Diversity

Understand how proactive use of diversity principles can transform the organizations culture

Understand the business case for diversity and inclusion in healthcare organizations

Work towards creating an inclusive organization culture

Define the role that healthcare providers, management and governance play in building a business imperative for diversity within the organization

Discuss how healthcare leaders can develop a diversity program in their organization

Learning Objectives

Assimilation Colorblind Cultural Centrist Elitist Integrationist Meritocratist Multiculturist Seclusionist Transcendent Victim/Caretaker

A Definition of Diversity

Three Key Dimensions of Diversity:

◦ Human Diversity

◦ Cultural Diversity

◦ System Diversity

A Definition of Diversity

Prejudice is a set of views held by individuals about members of other groups

Think of it as “Pre-judgment”

Stereotypes

Comfort and Risk

Prejudice in the Workplace

By 2050 the ratio of non-white Americans will be 1:3

Healthcare organizations needs to adapt to have a workforce that reelects society

The business case in unique for each organization

The Business Case for Diversity

Organizations can achieve and sustain growth and profitability by doing the following:

◦ Expand market share by adding services to target diverse populations

◦ Link marketplace with workplace through recruiting, developing and retaining employees with divers racial backgrounds

◦ Create and implement workplace policies and practices that maximize the talent and productivity of employees with divers backgrounds.

The Business Case for Diversity

Governance Impact

◦ The board acts as a link to he community

◦ The financial impacts of problems stemming from racial discrimination can be substantial.

The Business Case for Diversity

Legal Issues◦ Diversity program are the right thing to do and it

helps promote the bottom-line!!

◦ Civil Rights Act of 1964

◦ National Origin Discrimination Against Person with Limited English Proficiency

The Business Case for Diversity

Study 1: A Race/Ethnic Comparison of Career Attainments in Healthcare Management

◦ African American were found to be in lower level positions then their equal white counterparts.

◦ In 1997, 23% of US hospital workforce was African American; only 2% held the position of ED, CEO and COO

◦ This study conducted 3 survey. These surveys show that minorities continue to receive lower position, compensation

Diversity in Healthcare Leadership: Two Major Studies

Study 2: Advancing Diversity Leadership in Healthcare

Responses differed from nonminority and minority groups

◦ Nonminority stated that minority leaders were hard to find

◦ Minority group stated nonminority group not looking in the right places!

Diversity in Healthcare Leadership: Two Major Studies

Study 2: Advancing Diversity Leadership in Healthcare◦ A follow-up survey found the following (see page 154 for

entire findings):

82% of nonminority and 81% of minority agreed that internal diversity programs support the organization overall mission.

Only 28% of nonminority and 12% of minority felt that diversity programs help reduce the gap in diversity leadership

Respondents were widely divergent on their reasons why there are barriers to diversity.

Diversity in Healthcare Leadership: Two Major Studies

Employee Perspective

Patient Focus

Inclusion

Community Perspective

Diversity Managment

In 2002 the Institute of Medicine conducted a study that revealed the presence of significant disparities in the way white and minority patients receive healthcare.

Reasons for attaining greater diversity: ◦ It advances cultural competency◦ Increases access to high quality care◦ Strengthens medical research◦ Ensures optimal management

The Impact of Diversity on Care Delivery

Patient Related◦ Socioeconomic◦ Health Education◦ Health Behavior

Health-System Related◦ Cultural Competence◦ Language◦ Discrimination◦ Workforce Diversity◦ Payment

Factors that Influence Disparities in Healthcare

Refection of the service population

Workforce utilization

Work-life quality and balance

Recruitment and retention

Bridging generations

Cultural competence

Organization-wide respect

Components of an Effective Diversity Program