Workforce Diversity Presentation

8/3/2019 Workforce Diversity Presentation

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Chapter 6: Workforce Diversity


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Objective 1:

What is diversity?

Dimensions of Diversity Human Diversity (minimum)

Race, age, gender, family status, sexual orientation, disabilities

Cultural Diversity (secondary) Language, social class, ethics, religion, etc

Systems Diversity Teamwork reengineering, strategic alliances, employee

empowerment, quality focus, etc

Barriers to achieving a diverse workplace include team members notunderstanding the differences between each other that can cause tensionand conflict.


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Prejudice in the Workplace

What does prejudice mean?

Invisible-hand effect

What is a stereotype?

Healthcare related lawsuits filed by EEOC

Lawsuit
http://www.youtube.com/watch?v=RtpC1-7DsNAhttp://www.youtube.com/watch?v=RtpC1-7DsNA


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Objective 2:

Business Case for Diversity

Caregivers and leaders should represent the backgroundsof the communities they serve.

Unique for each HCO

An organization can achieve and sustain growth andprofitability

Failure to take advantage of these opportunities will meanthe difference b/n being a provider and employer of choiceand losing ground to competitors.


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Governance Impact

Board members should reflect the diversity of thecommunity.

They will have an interest in making sure that the HCO is afair and equitable employer and provider of care.

The will have a better understanding or knowledge of theneeds of the community that can reduce health caredisparities.

Can serve as a role model to minority employees.

They will do more than just show up to the board meetings.

Having diverse board members can protect the HCOsby supporting diversity programs.


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Legal Issues

Does having a diversity program enhance thevalue of the healthcare organization?

Educated, skilled, and experienced professionals thatare in the minority bring (what to the HCO)?

Laws prohibit the employment discrimination.

Civil Rights Act of 1964: bans discrimination inany activities (training, employment,

construction) that are funded by federalmonies.

Protects individuals whose native language is notEnglish.


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Objective 3:

Diversity in Healthcare Leadership

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

1992: Caucasian and African-American healthcare

executives compared African-Americans were in lower positions Made less money

Had lower job satisfaction levels

1996: < 2% of minorities held executive positions (CEO,COO, etc.)

2002: More Caucasian administrators in hospital settings

Caucasian females/male earned more $$ than minority women/male

administrators


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Objective 3:


Study 2: Advancing Diversity Leadership in Healthcare


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Objective 3:


Managing a diverse workforce

1) Employee perspective

2) Patient focus

3) Inclusion

4) Community perspective


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Objective 4:

Impact of Diversity on Care Delivery

Unequal Treatment Disparities in patient care

Our country is undeniably becoming home to an ever-increasing number of individuals from distinct racial andethnic backgrounds.

Near the middleof this century

more than half ofthe US citizenswill be members

of minority

groups.

9%, U.S. population growth

28%, ______ population

55%, ______ population 122%, ______ population 190%, ______ population

African-Americans, Asian, Hispanic, Native-Americans


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Objective 5:

Components of an EffectiveDiversity Program

What are some actions that can be taken to establish adiversity program? Commitment from senior management and governing board

Broaden the definition of diversity

Recognize the business case for diversity at the leadership level Tie diversity goals to business objectives (the bottom line)

Recruiting events that target different minority groups

Mentoring minorities

Develop programs that emphasize and celebrate diversity


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Workforce Diversity

References

Cohen, J. J., Gabriel, B. A., & Terrell, C. (2002). The Case For DiversityIn The Health Care Workforce. Health Affairs, 21(5), 90-102.

Evans, R. M. (2008). Workforce Diversity. In B. Fried & M. D. Fottler(Authors), Human resources in healthcare: managing forsuccess(pp. 145-162). Chicago: Health Administration Press.


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This chapter focuses on the processes ofrecruitment, selection and retention.

These three concepts are all related to eachother and to other human resourcesmanagement functions.

If there is effective recruitment and selectionthen their will be a better chance of employeeretention.


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The main purpose of recruitment is to gathera pool of qualified personnel.

Recruitment is the range of processes anorganization uses to attract qualifiedindividuals to apply at their organization.

They want to attract qualified individuals on atimely basis and in sufficient numbers.


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When an organization looks to recruitmentstrategies, they consider different questionsthat need to be asked.

Whether they should promote from within foran available position or if they should go toexternal applicants.

Whether the organization should look atalternatives to their full time employees suchas, outsourcing, flexible staffing orcontingent workers.

And should the organization hire someonewho has all the technical skills already orsomeone who fits the organization but mayrequire some additional training.


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The success of recruitment is reliant on manyfactors.

Those factors would include, the attractivenessof the organization, where it is located, the workclimate and culture of the organization, themanagerial staff and their behaviors as well asworkload.

Another successful way of recruitment is lookingat the perspective of applicants and potential

employees. Being able to understand theirneeds and expectations is very important to theimplementation of effective recruitmentstrategies.


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The organization has ahuman resources plan

which includes specifics onthe organizationsstrategies, recruitment andhiring approaches and aclear statement of how HRpractices support the

organizations goals. Therefore, those involved in

the recruitment andselection process must havein depth knowledge of theposition that needs to befilled and well as how thatposition is related to otherpositions.

The recruitment processbegins with a job analysis.

The job analysis consistsof question of job tasks,knowledge, skills, abilitiesand specific qualificationsrequired by applicants.

The recruitment processalso includes anexamination of theexternal environmentwhich looks at the supply

of potential job applicantsand competitiveness forthe position.


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Something else that theanalysis should do is toevaluate the compensationand benefits that individualsare given at otherorganizations with similar

jobs.

The process should thencontinue with a review ofpast recruitment strategiesfor similar positions.

The Human ResourcesInformation System (HRIS)provides useful informationduring the process ofrecruitment.

The HRIS helps withdetermining potentialinternal candidates,potential externalcandidates, and providesinformation on the success

of recruitment sources usedin the past.

Recruitment can be verycostly but the HRIS is alsohelpful when determiningthe cost effectiveness and

efficiency that comes alongwith recruitment.


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Advantages May improve

employee moral andencourage valuedemployees to staywith the organization

These applicantshave a goodunderstanding of theorganization

May reinforceemployees sense ofjob security

May be faster andmay involve lower

cost for certain jobs

Disadvantages Possible morale

problems amongthose not selected

May require strong

training andmanagementdevelopmentactivities

May manifest the

Peter Principal May cause a ripple

effect in vacancieswhich need to befilled


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Advantages Bring new ideas into

the organization It may be less

expensive thantraining internalapplicants

External applicantscome withoutdysfunctionalrelationships withothers and withoutbeing involved inorganizationalpolitics.

Disadvantages May identify

candidates who havetechnical skills butdoes not fit in the

culture of theorganization

May cause moraleproblems withinternal applicantswho were notselected

May require longeradjustment andsocialization.


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Another excellent source for recruitment isemployee referrals.

This is a great source because the employeealready knows the organization and what is

expected. This is a powerful strategy because employee

referrals tend to yield employees who staylonger and are more loyal to the organization.

Another source would be former employees. These would be employees that left on good

terms that they may want to return to theorganization.


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Employee selection is the process ofcollecting and evaluating applicantinformation that will help the employers toextend a job offer.

Therefore, the selection process is a matter of

predicting which of the candidates in the poolis likely to achieve success in the position.

One goal of selection would be to findsomeone who will stay in the position and

someone who will fit with the organization. With selection comes a careful analysis of the

applicants knowledge, skills, abilities andattitudes.


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The goal of selection is toidentify from a group ofpeople the applicant that towhom the job offer shouldbe made.

The organization thenneeds to use tools in order

to assess the applicantsknowledge, and abilities.

There are many selectiontools that can be used toevaluate the applicant.

Such tools are jobapplication forms,standardized tests,personal interviews,simulations and references.

The selection tools

should be used basedon a full range onknowledge of the jobrequirements such aseducation, credentials

and experience. Without having a

formal understandingof the job criteria, theorganization runs the

risk of hiring someonewho is not going toperform successfully.


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Selection tools need to be both reliable aswell as valid.

Reliability is defined as the repeatability orconsistency of a selection tool.

Construct validity refers to the degree inwhich the selection tool actually measures theconstruct it intends to measure and then

determines the conclusions that can be drawnfrom the tools used.


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There are a number of

factors that effect thedemand for healthcareworkers.

These would includepopulation growth, theaging of the population,

improved diagnostictechniques and consumerdemand for a full array ofdiagnostic and therapeutictechnologies.

The turnover rate is a

simple ratio that providesonly a summary of thegross movement in andout of the organizationduring a specific timeperiod.

The retention rate is the

number of specificindividuals or cohorts thatenter and exit anorganization.

So the distinction is that

retention views anindividual or a group as anentity and thereforeretention allows for amore thorough

examination of how theloss of one individual orcohort influencesretention strategies andproductivity.


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Annual average turnover rate for hospitalworkers is 20 percent.

Nurse dissatisfaction is cited as the keyreason for turnover.

5 reasons for poor nurse retention Absence of advancements opportunities

Stress and burnout

Unrealistic workloads

Increased paperwork

Lack of respect in the workplace


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Culture of Retention- an environment where people

want to stay because they enjoy their work and staffare cared for by managers and focusing on resultsand problem solving.

Competitive compensation

Structure jobs so they are more appealing andsatisfying

Put in place a superb management team

Make opportunities for career growth possible

Magnet Recognition Program


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Evaluating Nurse Turnover:

Comparing Attitude Surveys and

Exit Interviews


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Evaluating Nurse Turnover:

Importance of reliable data Ways to obtain data on nursing terminations

Exit interviews

Attitude surveys

Identified reasons for nursing terminations

Personal

Professional

HCOs can control work related reasons

Why is it important to minimized turnover rates?

Quality of patient care

Its expensive.


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Exit InterviewsWhat is an exit interview and why are they

used?

Used to create better public relations

Check the soundness of initial selection

procedures

Uncover poor personnel practices

Discover sources of job dissatisfaction


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Exit Interviews

Cons: Difficulty in obtaining trained interviewers

Inaccurate interviewees comments

Possibility of distortion of facts Unwillingness to discuss reasons honestly

Managers may be biased

Jeopardize reference

Low validity

Deficient in identifying real issues

Data to be simplistic and misleading


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Attitude Surveys

Predetermined questions with low to high scaleresponses

Used to learn how employees view their jobs,supervisors, wages and benefits, working

conditions, and other work factors

Surveys function as an employee voice

Responsive to employee concerns


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Attitude SurveysPROS:

69% of corporate respondents found attitude surveys to

be successful (28% did not respond )

Better financial performance

Higher financial ratings

Better employee relations

Attitude surveys give managers some time to intervenepositively and address problems before a nurse

terminates or leaves the HCO.


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Case Study:Tertiary Care Medical Facility

Do exit interviews of terminating nurses or attitude

surveys of nursing staffprovide the most useful andvalid information concerning factors associated with

nurse retention?

Do exit interview or attitude survey questions regarding

specific recommendations the nurses would like to see

implemented add additional information beyond that

which can be generated by asking directly which factor

impact the likelihood (or reality) of leaving?


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Findings:

Terminated nurses were much more likely than nursing

staff to identify non-job related factors as determinants

of termination.

The most serious issues identified on the attitude

survey were not mentioned by the departing staff.

The nursing staff provided significantly more

recommendations on the attitude survey than the

departing nurses did on the exit interview.


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Recommendations:

Use both tools.

Human resource professional that is trained

should conduct the exit interview.

Report findings to employees.

Actions should be taken to address problems. Follow-up surveys should be taken.


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The use of the web and social networks can cause

some interesting advantages and disadvantages forboth employers and applicants.

More employers are looking at online journals andsocial networking sites such as Facebook to discoverpotentially damaging personal information about all

applicants, but particularly college students andrecent graduates.

Recruiters and hiring managers use social networksto learn more about candidates and as an additionalmeans to help find potential job applicants as job

postings get passed throughout these networks. However, as employers start using social networks to

make decisions about potential hires, a whole host

of employment related legal issues can arise.


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All methods used to make employment decisionsare considered selection procedures and aresubject to anti-discrimination regulations.

To avoid discriminatory practices, try to

standardize your process and treat everyone thesame. lf you reject job seekers based oninformation found on their profile, make sure torecord that information and perform analyses to

determine if members of a protected class aredisproportionally screened due to the use ofsocial networking sites.


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William James is the new director of human resources for anacademic medical center. Employees have told him that employeemorale is down especially among registered nurses. The turnoverrates at this facility for registered nurses is 18.4 percent. Jamesknows that all employees need to go through an exit interview andquestioner before leaving the organization. He asked his assistant

to pull all the exit interviews and compile the reasons as to why theregistered nurses are leaving and specific suggestions on how thefacility can increase its retention of nurses. James was disappointedwith the utility of the data. Most respondents indicated they wereleaving because of personal reasons, family responsibilities, oranother job offer. Very few actually had recommendations for the

facility. He found that employees were reluctant to discuss anysensitive issues or concerns for fear of alienating the interviewer orsupervisor. James is now attempting to determine the best methodsof identifying employee problems and assessing employee reactionto the organization, its various components, and various humanresource policies and programs.


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The problem is lack of integration of exitinterview data and it is a common problem inmany organizations. Typically, the data

generated is of poor quality and follow up forproblems identified is practically non-existent.

Mr. James should consider modifications such asthe following: (1) use focus groups of registered nurses to learn about

the major causes of nurse frustration and stress; thenuse these data to develop a structured exit interviewerform.

(2) Train the exit interviewer to probe and ask for moreinformation concerning problems in the organization

and their potential solution. (3) Assure departing employees that the information

they provide will not be disclosed to supervisors orothers in the organization.


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Th j l i f l i


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The major alternative source of employee inputconcerning human resource policies andprocesses is a systematic, periodic employeeattitude survey.

Such surveys should be given periodically socomparisons can be made over time forparticular departments or groups of employees.Most important, the data generated should be

used to make positive changes which will benefitboth employer and employee.

He should enhance both the existing process forexit interviews as well as the employee attitudesurvey process to generate more usable data.Then he should strive to enhance the jobattributes that reduce retention while eliminatingor minimizing those that cause turnover.


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Mr. Jackson, CEO of Jackson Hotels, wants toexpand his small corporation into 10 newlocations.

He would like know if it advantageous for a small

corporation to recruit for high-levelprofessionals through the internet.

Advantages? Disadvantages?

Which one is better? Job boards, professional/career

websites, or employer website. Best way to pre-qualify a small number of TRULY

qualified applicants?

What data should JH provide to applicants

to receive the best qualified applicants?


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Mr. Jackson also needs to recruit low-levelworkers.

Senior citizens can be a good source of low-level workers that can add value to JH.

Background check concerns. Advantages? Disadvantages? Recruitment sources

for seniors? Background investigation recommendations?

Best selection criteria and processes to identifybest candidates?

Workforce Diversity Presentation

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