1 / 43

D i v e r s i t y

D i v e r s i t y. Executive Vice President for Medical Affairs Senior Staff Meeting February 6, 2001. Vision for Diversity.

ifama
Download Presentation

D i v e r s i t y

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. D i v e r s i t y Executive Vice President for Medical Affairs Senior Staff Meeting February 6, 2001

  2. Vision for Diversity The University of Michigan Medical Center will achieve and sustain an environment which recognizes, respects, fosters and fully maximizes the strengths and differences among its employees to be the employer and of provider of choice.

  3. Agenda Presentation Team: Cathy Frank, Joe Katulic, Shelley Morrison, Leslie Stambaugh, Laurita Thomas Purpose: To share status of Health System Diversity Initiatives for staffing and determine a priority for future direction • Present Demographic Profile Strengths and Challenges • Summarize Status of Recent Initiatives • Outline Three Options for Future Focus • Mentoring • Problem-solving Strategies • Supervisory Skill Development • Select 2001-02 HS Strategic Initiative for Diversity

  4. Demographic Profile Strengths: • We for the most part represent the population of the communities we serve Challenges: • Dispersion of ethnic diversity across job families

  5. A Comparison of the Workforce with Census Figures

  6. A comparison of the workforce by race for Health System 1995

  7. A comparison of the workforce by race for Health System 2000

  8. Comparison of the workforce by race and job family for UHS.

  9. In the P&A job family non-whites are less likely to stay.

  10. Current Status UMHHC

  11. Current Status UMHHC

  12. Current Status UMHHC

  13. Current Status UMHHC Focus the Light of Diversity Retreat April, 1998. • Leadership is needed at all levels • Identify institutional champions • Develop concept of unit liaisons • Need for diversity coordination • Education is key • build supervisory skills • support mentoring • increase staff awareness

  14. Hospitals and Health Centers Institutional Objectives FY 2001 Goal: Improve customer satisfaction in all groups. Strategy: Improve relationships, respect, and understanding of employees between different subgroups or employee population, around issues of diversity and differences.

  15. Current Status - Medical School • Past Efforts • More Recent Efforts • Diversity and Career Development Committees Established • Staff Opinion Surveys and Focus Groups • Corrective Measures Proposed and Approved

  16. Current Status - M-Care M-Care is in the beginning stages of program development and implementation • Diversity leadership training workshop: late 1999 • Action Steps • Developing supervisory training program • Conducting analysis of turnover data and departmental profiles • Conducting exit interviews • Establishing a diversity council

  17. Current Status - M-Care (cont.) • Participated in December 2000 Health System Employee Opinion Survey • Work to implement additional initiatives in progress

  18. Issues that Remain • Perception of unfair and/or discriminatory behavior • Frustration related to: promotions, pay rates, career development • Higher turnover rates for minority personnel • Scarcity of minorities in higher-level positions • Belief that problems are not addressed effectively

  19. Options for Strategic Initiatives • Invest in supervisory development • Improve employee problem solving • Implement strategic mentoring

  20. Criteria for Selection • Number of people positively impacted over short term • Potential to save time/money and/or improve performance • Demonstrates significant responsiveness to diversity • Significant contribution to UMHS culture and ability to achieve its mission • Leadership commitment to the strategy • Feasibility • Impact on issues

  21. Invest in Supervisory Training and Development Rationale Strengths or competencies which comprise a good supervisory development program contribute significantly to a successful diversity effort and to building and transitioning an organization’s culture Development of the supervisory staff results in business gains on a personal and professional basis

  22. Invest in Supervisory Training and Development Program Goals: Improved skills and abilities in: • Relationship building • Strategic Communication • Leadership • Teamwork • Influencing others • Business Knowledge • Customer Service • Analytical Ability • Change Management • Employee Recognition/Retention • Organizational savvy • Diversity

  23. Invest in Supervisory Training and Development Outcomes • Staff Development • Staff Satisfaction • Leadership Development • Creation of a workplace better adapted to recruiting and retaining a diverse workforce • Enhanced Organizational Performance

  24. Improve Employee Problem Solving Percentage of employees who strongly agree that they are satisfied with how their workplace concerns are addressed.

  25. Improve Employee Problem Solving • Improve Grievance Process • offer ADR pre-3rd step grievance • implement peer review process for non-bargained for staff. • Support use of interest-based problem solving (IBPS) in resolving departmental and interdepartmental issues. • Build and develop leadership competency • Facilitate complex issues w/ internal mediators • Integrate IBPS into change initiatives

  26. Improve Employee Problem Solving • Enhance employee communication skill and self-awareness of conflict resolution style. • Evaluate training options for staff • Difficult Conversations, Stone, Patton, Heen, Harvard Negotiation Project. • Resolving Conflict in a Diverse Workplace, Sybil Evans. • Others

  27. Improve Employee Problem Solving • Anticipated Outcomes • Improved employee perception of fairness of grievance process • Reduction in number of non-bargained-for 3rd step grievances • Increased employee satisfaction per EOS • OCI data reflects increase in constructive styles • Reduction in litigation against employer

  28. Implement an Institutional Mentoring Program What is mentoring? It is a process of guiding & teaching others based on a strategic intent or long-term business and academic goals and objectives. • Survey responses to the question of whether supervisors know how to mentor staff development: 60% Do Not Agree

  29. Advantages of Implementing a Mentoring Program Expected Outcomes: • Creates staff development opportunities • Identifies leaders within the organization and creates opportunities for them to share knowledge and experiences • Increases staff satisfaction • Increases the organization’s ability to successfully recruit staff • Increases the organization’s ability to retain the talent pool • Facilitates interdepartmental collaboration and enhances organizational performance

  30. How do we implement a successful mentoring program? The Chrysalis Process • Refine the strategic intent or business reason for developing the program • Determine expected outcomes and measurement criteria • Publisize the program and identify champions. • Select mentors and mentees • Conduct education and orientation programs • Link mentors and mentees • Monitor the progress of the mentees and the impact of the overall program.

  31. How committed are we, as an organization, to diversity? • Responses to 1999 Medical School staff survey diversity question regarding staff belief that personnel decisions (hiring promotions, etc.) in (their) department reflect a commitment to diversity indicated: • 9% Strongly agreed • 31% Agreed • N=1196 The program is only as successful as the organization’s willingness to embrace it.

  32. APPENDIX

  33. A comparison of the workforce by race for Health System I

  34. A comparison of the workforce by race for Health System II

  35. A comparison of the workforce by race for Health System III

  36. A comparison of the workforce by race for Health System IV

  37. A comparison of the workforce by race for Health System V

  38. A comparison of the workforce by race for Health System VI

  39. A comparison of the workforce by race for Health System VII

  40. A comparison of the workforce by race for HHC VIII

  41. A comparison of the workforce by race for MCare IX

  42. A comparison of the workforce by race for Med School X

More Related