Diversity Solutions Melting the Organizational … Solutions: Melting the Organizational Iceberg...

1 © 2008 Studer Groupwww.studergroup.com

Diversity Solutions: Melting the Organizational Iceberg

Janice Crenshaw, RN, MSNStuder Group

What’s Right in Health CareSM | Evidence to Outcomes

Objectives

• Discuss current trends in workforce diversity, and why diversity is important in the workplace

• Discuss how to link Diversity solutions to the Nine Principles and the Must Haves to achieve service, clinical and operational excellence, based on the organization’s mission.

• Understand the Journey to hardwire diversity Solutions within your organization



The Organization’s Culture

PRO

CED

UR

ES

MISSION

PERFORMANCE STANDARDS

HER

OES

POLICIES

INFORMAL COMMUNICATION

ASSUMPTIONS

NORMS

EMO

TIONS

FEELINGS

PREJUDICES


Population Changes

As our population continues to

grow and change, many health

care organizations are faced with challenging ways of how to best

serve and communicate with

diverse customer and

employee populations



Healthcare Flywheel®

Purpose, worthwhile work

and makinga difference

®

• Bottom Line Results

(Transparency and Accountability)

• Self-Motivation

• Prescriptive To Do’s


Nine PrinciplesSM

Commit To Excellence

Build A CultureAround Service

Measure TheImportant Things

Create And DevelopGreat Leaders

Focus On EmployeeSatisfaction

Build IndividualAccountability

Recognize AndReward Success

CommunicateAt All Levels

Align BehaviorsWith Goals And Values



Develop Organizational Definition for Diversity

Diversity is the uniqueness of all individuals which encompasses different personal attributes, values, and organizational roles that create richdimensions in our world.

What is Diversity?


• Hispanics and African-Americans now make up almost 30% of the country’s population.

• Baby boomers are aging and more females are in the workforce.

• According to U.S. Census figures, the Hispanic population increased 58% and the Asian population increased by 49% from 1990 to 2000.

• Approximately 44 million people speak a language other than English in the home.

Why Is Diversity Important?



Reasons Why Diversity Solutions Fail

• Lack of Top Management Support• Lack of Alignment: diversity is perceived as a program

and not a change in culture • Diversity is not an integral part of the organization at all

levels• Perceived as a Affirmative Action in disguise• Diversity is Confined to HR, and is not strategically

addressed operationally throughout the organization• Lack of cultural competency among staff• Lack of having an employee responsible for diversity


Diversity and inclusion has a direct impact on critical talent management issues. Organizations that don’t focus on diversity and inclusion as important components of their talent management strategies are less appealing to a diverse talent pool and fail to engage the talent already in place.

Eric Davis, Associate EditorInstitute for Corporate Productivity



What do you think is the mostoverlooked concept of diversity inthe workplace?


Diversity of thought: Idea ExpressROI opportunities



Critical Ingredient . . .

RESPECT


Monitor Your Motives Exercise

• Welfare mothers

• American Indians

• Blind patients

• White males

• Black executives

• Mexican Americans

• Arab males



Organizational Dynamics

Labeling occurs • Based on first impressions and

stereotypes• Based on the person’s race, gender,

age, language skill, physical impairment, religious beliefs, etc.

• The person who is labeled is likely to respond with anger, withdrawal or rebellion


Impact of Labeling

• Minimizes a person’s loyalty to the organization

• Decreases their commitment to their work

• Robs organization of individual’s true talent and energy



Me and My Jelly Beans


The Journey Begins: Commit To Excellence

Make an assessment of your organizational Culture:• Executive and senior management interviews• Individual interviews• Employee focus groups

(based on diversity in age, race, and job roles)• Development of in-house survey• Analysis of data for development of a

strategic plan based on mission and vision of the organization

• Develop Diversity Mission statement approved by Board and Senior Leaders, with employee input, and communicated throughout organization.

Principle 1



Develop Diversity Mission statement

Three components

• Community

• Patient/customer

• Employee


Example of Diversity Mission Statement

Diversity Mission Statement

Happy Hallways Health Care is committed to an inclusive workplace where individual differences are recognized and respected; people are treated

fairly; employees are valued; and everyone is encouraged to maximize their full potential. Our goal is to create a diverse workforce that reflects

the patients and communities we serve.

We believe that we have a responsibility toadvance diversity in order to attract and retain

talented individuals, to ensure personal and organizational success, and to best serve the

needs of each other and our customers.



Create and develop leaders: Education Is Key

• Organizational definition of diversity

• Train Senior leaders and all staff on the various dimensions of diversity

• Hardwire diversity training in new hire orientation and annual educational updates

Principle 4


More than just race…..it’s age, gender, disabilities, personality differences, ethnicity, culture, management styles, job roles, etc.

For an Example: Studer Group • Age of employees range from early 20’s to

80’s• Job opportunities are made available to the

disabled.

Various Dimensions of Diversity



Recent Survey

Survey of 206 Companies• 53% of companies don’t sponsor diversity

training• Companies that have “diversity teams” in

place, 39% say the teams devise diversity strategies for the company, and

• 33% percent of teams offer companywide diversity training and education.

Institute for Corporate Productivity in conjunction with HR.com in March 2008. Taking the Diversity Pulse: Diversity and Inclusion


Cultural Competent Workforce

Affinity groups are used to develop cultural training tools for staff education to address specific cultural needs and patient care preferences of the patient population served in geographical area.

Principle 4



Respecting cultural differences: Vietnamese

• Language: Several dialects: also French, English, Chinese)

• Belief Practices: Family loyalty very important.

• Religions: Buddhism, Confucianism, Taoism, Cao Di, Hoa Hoa, Catholicism, occasional ancestral worship, general respect and harmony. Supernatural sometimes and explanation of disease.

• Nutritional preferences: Rice often with green leafy vegetables, fish sauce added for flavor. Meat used sparingly and cut into silvers. Tea is main beverage. Lactose intolerance. Alcohol intolerance.

• Communication Awareness:Communication is formal, polite manner. Limit use of touch. Respect conveyed by nonverbal communication and eye contact avoided. Never snap one’s fingers to get attention. Person’s name always used with title. “Ya” indicates respect ( not agreement).

• Keep patient’s family informed of patient care concerns.

• Always acknowledge patient with title (i.e. Mr. Mrs., etc.)

• Limit touch when rounding on employees and patients.

• Food service department rounding important to assess dietary choices.

• When keeping patient informed of tests and procedures, and patient responds “Ya” make sure to clarify that patient truly understands what is being communicated.


To Avoid Stereotyping

Individualized Patient Care Model

• Assess patient’s specific cultural, religious and spiritual needs on admission

• Ask patient what they would consider to be very good/excellent or satisfied servicebased on cultural, religious and spiritual needs (use key words from survey tool)



Communication can be challenging and potentially destructive when interacting with someone different from you


When communicating with someone who has a disability

Basic Points of Etiquette ...• Avoid asking personal questions about some one's disability.

If you must ask, be sensitive and show respect. Do not probe, if the person declines to discuss it.

• Be considerate of the extra time it might take for a person with a disability to do or say something.

• Be polite and patient when offering assistance, and wait until your offer is accepted. Listen or ask for specific instructions.

• When planning a meeting or other event, try to anticipate specific accommodations a person with a disability might need. If a barrier cannot be avoided, let the person know ahead of time.

• Be respectful of the rights of people with disabilities to use accessible parking spaces.

Principle 8



Communicating with others: American

• Language: English

• Belief practices: Christian and Jewish beliefs are most prominent. Family oriented.

• Nutritional preferences: beef, chicken, potatoes, vegetables, fast foods, ethnic foods

• Communication Awareness:talkative, not much touching during conversation, prefer to gather information for decision making.

• Patient Care: family members visit along with friends in small groups. High expectation for very good care.

• Not much touching during conversation. Good eye contact.

• When rounding on employees, consider connecting with employee on a family oriented basis (i.e. “How’s your son?”). May consider sending birthday card/gift to employee’s children.

• Very important to acknowledge family, when rounding on patients.

• When rounding, be mindful to manage up physicians and patient care staff to patient and family members. Keep patient and family informed.

Principle 8


Focus On Employee Satisfaction

• Questions relative to diversity included in employee satisfaction survey

• Succession planning

• Cultural celebration days

• Opportunities for those with disabilitiesPrinciple 5


Studer Group – Diversity

Question 90th

Percentile Norm

All SGDeviation

From Norm

Change from 2007

Overall Results 4.1 4.5 0.4 NC

Employees of different backgrounds feel welcome at our organization

4.5 4.6 0.1 NC

Our organization fosters a culture of inclusiveness.

4.5 4.6 0.1 NC

My supervisor fosters a culture of inclusiveness. 4.5 4.8 0.3 NC

I experience a culture of inclusiveness 4.5 4.6 0.1 NC

Studer Group – Inclusiveness

Question90th

Percentile Norm

All SG

Deviation From Norm

Change from 2007

Overall 4.5 4.7 0.2 NC

This organization is ethical in its treatment of employees.

4.5 4.7 0.2 NC

This organization is ethical in its treatment of clients. 4.5 4.8 0.3 NC

My supervisor models ethical behavior. 4.5 4.7 0.2 NC

This organization model high standards of ethical behavior to employees 4.5 4.7 0.2 NC

This organization models high standards of ethical behavior to clients.

4.5 4.8 0.3



Other suggested questions for Employee Satisfaction Survey

• I feel employees are treated fairly• My performance is rated without regard to my

race, age or sex• Promotions go to the best qualified people• My pay level is determined without regard to my

race, age, or sex• I believe this organization administers its benefits

practices without regard to race, age, or sex• I think this organization has made efforts to hire

qualified employees from diverse groups• My supervisor is alert to identifying diversity

issues or concerns


• Rounding for outcomes

• Employee thank you notes

• Selection and early retention

Consider Generational Differences Must Haves®



Generational Differences

Baby Boomers (1946-1964)

• Recognized flaws in the worldand strive for idealism

• Encouraged to follow dreams

• Driven and dedicated

• Strong work ethic (50-60 hour work weeks)

• Want to excel in their careers and distinguish themselves from the pack

• Want recognition, want to move up, corner office

• Individualist

Suggestions

• Align professional goals with

succession planning

• Seek opportunities to

consistently reward and

recognize high performer

• When sending thank you

notes, it is important to speak

to specific behavior being

recognized


Almost all of the initiatives that connect compensation to diversity-related results are tied into the recruitment/retention numbers. But a few are linked tonew business development results and/or increases in supplier diversity. A small number of organizations arelinking bonus pay with incremental improvement inemployee survey or customer survey results.

Measuring Effectiveness of Diversity Efforts©2006, Tracy Brown & Diversity Trends LLC

www.DiversityTrends.com



Recent Survey

Survey polled 206 organizations revealed • 68 percent of respondents lacked senior-level

executives to oversee diversity initiatives,• 65 percent do not have a global diversity

strategy.• 20 percent of respondents said their top

leadership is not held accountable for ensuring diversity.



Recent Survey

When asked how leaders are held accountable for driving diversity and inclusion in their organizations

• 31 percent of respondents said CEOs are subject to annual diversity reviews, and

• 23 percent said the CEO’s compensation is tied to how well he or she carries out the organization’s diversity strategy.




Hardwiring Diversity Solutions


• Achieve 90th percentile in Press Ganey measure of respect for culture, race and religious needs.

Principle 2



Accountability : Link to LEMPrinciple 6

90% Staff completion of annual diversity awareness training.Employee satisfaction data. Results in the area of diversity and inclusion are .3 or more above the percentile norm.

GOAL:90% Staff completion of annual diversity awareness training.

Employee satisfaction data. Results in the area of diversity andinclusion is .3 or less above the norm.


Metrics are not established only tohighlight problem areas, but are alsoestablished to provide a way to rewardconsistent and sustained performance over time.

Measuring Effectiveness of Diversity Efforts

©2006, Tracy Brown & Diversity Trends LLCwww.DiversityTrends.com



Diversity Council Objectives

• Monitor and evaluate diversity strategies throughout the organization

• Assure that diversity strategic plan is implemented at all levels of the organization

• Oversee and evaluate diversity training for all staff


Recent Survey

Survey of 206 Organizations• 66 percent don’t have specific diversity

councils to serve to monitor issues such as race, gender and sexual orientation

• 77 percent don’t have affinity groups in place to support minorities.




Respect to Diversity included in Standards of Behavior

•Our Standards of Behavior reflect our commitment to respect differences and treat people fairly.

•Commitment to Co-workers - Respect diversity and treat each other with fairness and equality regardless of race, cultural or ethnic background, age, gender, religious preference, or disabilities.

•Communication - Do not make discriminatory remarks that may offend internal or external customers

Principle 7


“What I think is my business……. how I behave becomes the

business of the organization”

Janice Crenshaw,

The Studer Group



“you can’t control how you are perceived, but you can control how

you present”

Sharon Moon,


Benefits of Diversity

• Provides opportunities to Learn

• Improves end product

• Strengthens ability to compete in global market (ROI)

• Increases innovation

• Adds new and creative ideas (ROI)

• Provides different approaches

• Expands ability to communicate more effectively

• Decreases turnover and potential for lawsuits (ROI)



Diversity Flywheel

PrescriptiveTo Do’s linkedto Diversity

OrganizationCommitment

Cultural Competency

•DiversityMission

•Patient•Community•Employee

®


The Organization’s Culture

PRO

CED

UR

ES

MISSION

PERFORMANCE STANDARDS

HER

OES

POLICIES

INFORMAL COMMUNICATION

ASSUMPTIONS

NORMS

EMO

TIONS

FEELINGS

PREJUDICES



Other Resources

• Analytical tools that measure the connection between the R.O.I. from managing human capital and the organizations bottom line.

• Organizational Inclusion: Workplace Intangibility Metric - This tool measure behaviors that can often be part of the implied or accepted corporate culture. These behaviors are then linked to productivity metrics.

• Management Indicators: Performance Inhibitors and derailing behaviors can be linked to management styles and treatment in the workplace that has a negative impact on performance and profitability.

• Investor's Inclusion & Ethics Index: Socially Responsible Investors Verification - This tool measures the existence and effectiveness of managing organizational inclusiveness as it relates to the concerns of socially responsible investors as well as the general investmentcommunity.

The Sp@rtacus Analytics Group


~ Quint Studer ~

Never Underestimate the Difference You Can

Make


Thank You!

Janice Crenshaw, RN, MSNStuder Group

[email protected]

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