21st Century Diversity and Inclusion Strategies

21st Century Diversity and Inclusion Strategies Considerations for Talent Acquisition and Retention Washington State Association of Healthcare Recruitment’s Annual Educational Retreat Effenus Henderson, President, Henderworks Co-Director, Institute for Sustainable Diversity and Inclusion November 4, 2016

The Importance of Cultural Diversity in Health Care “Interacting with a health care professional is such a personal relationship that it’s important that the provider you have understands the values and beliefs of the individual with whom they are working. The patients we’re serving now will look very different from the patients we’re going to be serving in 20 years. If we don’t have the cultural context of the people we’re serving, we’re not going to be effective as health care professionals. It’s not just in medicine; it’s in nursing, speech pathology, physical therapy, radiation therapy – all the health professions.” Patricia Prelock, Ph.D., dean of College of Nursing, University of Vermont

Why Diversity MattersA Need to Improve Cultural Diversity in Health Care • In 2043, the so-called “minority” populations will become the majority in the United States. However, no one single group will make up a majority. • The non-Hispanic white population will remain the largest single group. By 2060, “minorities” – meaning those who are not of white European descent – are projected to comprise 57 percent of the population, up from 37 percent today. • By 2060, nearly one in three Americans will be Hispanic (the term used by the U.S. Census), up from one in six today. The Hispanic population will more than double, to 128.8 million.

Why Diversity MattersA Need to Improve Cultural Diversity in Health Care • The percentage of black Americans will increase to 14.7 percent — 61.8 million — in 2060. • Asian Americans will double to 34.4 million in 2060, comprising 8.2 percent of the total population. • The number of international migrants is expected to grow by 41.2 million. • The U.S. population is aging. By 2060, the number of Americans age 65 and over is expected to double to 92 million. • Those 85 and older will make up 4.3 percent – 18.2 million — of the overall population.

Why Diversity MattersMcKinsey Report • Companies in the top quartile for racial and ethnic diversity are 35 percent more likely to have financial returns above their respective national industry medians. • Companies in the top quartile for gender diversity are 15 percent more likely to have financial returns above their respective national industry medians. • Companies in the bottom quartile both for gender and for ethnicity and race are statistically less likely to achieve above-average financial returns than the average companies in the data set (that is, bottom-quartile companies are lagging rather than merely not leading). • In the United States, there is a linear relationship between racial and ethnic diversity and better financial performance: for every 10 percent increase in racial and ethnic diversity on the senior-executive team, earnings before interest and taxes (EBIT) rise 0.8 percent.

Why Diversity MattersMcKinsey Report • Racial and ethnic diversity has a stronger impact on financial performance in the United States than gender diversity, perhaps because earlier efforts to increase women’s representation in the top levels of business have already yielded positive results. • In the United Kingdom, greater gender diversity on the senior-executive team corresponded to the highest performance uplift in our data set: for every 10 percent increase in gender diversity, EBIT rose by 3.5 percent. • While certain industries perform better on gender diversity and other industries on ethnic and racial diversity, no industry or company is in the top quartile on both dimensions. • The unequal performance of companies in the same industry and the same country implies that diversity is a competitive differentiator shifting market share toward more diverse companies.

Why is diversity recruitment important? • Not only is diversity recruitment the right thing to do, it is the smart thing to do. • Having diverse staff enables you to understand and meet the needs of people from diverse perspectives, and creates an atmosphere that supports positive relationships and communications. • Different backgrounds and perspectives lead to a variety of ideas, knowledge, and ways of doing things. • By building a reputation for valuing differences, you can attract talented employees who know that you will appreciate and utilize the skills, backgrounds, perceptions, and knowledge they bring to the table. This leads to greater commitment and higher productivity. • By making diversity recruitment deliberate, you can bring in employees who might not otherwise consider your organization, and who can enrich and broaden our community.

How to think about diversity and your own staffing needs • Understand what constitutes diversity. Diversity is a broad concept that implies inclusion of the many characteristics that differentiate us from each other. Sometimes these characteristics affect our view of the world, our experiences, and our ways of relating to our surroundings and each other. • Recognize your own biases, both conscious and unconscious. We all have certain leanings or preferences—often called biases—and often we are not even aware of them. Focus on uncovering your own biases, so that they won’t get in the way of your making the best hiring choices.

How to think about diversity and your own staffing needs • Evaluate the diversity of your current team. To find the best “ t” for your team—that missing jigsaw puzzle piece— first take stock of the characteristics currently represented on your staff . Ask yourself these questions: • What are the diversity strengths in my department • How can I build on those strengths? • What are the diversity challenges in my department? • How can I address those challenges? • Who should be “at the table?”

Proactive diversity recruiting: the importance of networking • To improve your chances of attracting diverse candidates when job opportunities arise on your team, start recruiting now, by networking with people and groups that are likely to lead to diverse talent—and continue to network. • Women in non-traditional fields and professionals of color in particular are highly sought-after as employees, and when you are ready to hire, you are likely to face competition from other would-be employers. • Developing a diverse slate of candidates—particularly for more senior level positions and those requiring specialized knowledge, may take time. • By networking continuously, you can build relationships that will serve as a feeder for underrepresented talent across disciplines and interests, and will give you an advantage when you are ready to hire.

Diversity Networking—Where to Go and What to Do • Networking is a continuous, broad activity that can occur anywhere and anytime. To make connections to the diverse communities from which potential staff may be identified, be aware of these resources: • Professional organizations representing diverse groups • Conferences, seminars, job fairs, and networking events. • Online professional social networking media, such as LinkedIn and Facebook. • Your own diverse friends, neighbors, and colleagues.

How to promote the health care profession to network connections and potential candidates • It’s not enough to locate potential diverse new hires; you also have to convince this diverse talent to work for you in your organization. It may help to include the following “talking points”: • Our commitment to and progress in hiring for diversity. • Proactive recruitment efforts. • Developing and advancing career opportunities. • Maintaining an inclusive work environment.

Recruiting diversely for an open position: posting the position To attract a wide range of diverse candidates, you will need to cast a wide net. This means: • Recruit externally, to access an adequate and diverse pool. • In developing job descriptions for posting, be clear, but as broad as possible in describing the competencies and experiences needed for the job. Avoid describing the job so narrowly that all but a small group of job-seekers will view it as attainable. • If your initial applicant pool does not include a meaningful number of diverse candidates (including women and those of color), reevaluate your job postings and repost if warranted. is is especially important if the job is underutilized for women and/or minorities (has AffrmativeAction goals).

Selecting candidates for consideration: screening and interviewing As you follow the general steps of selecting candidates for your open position, here are some tips to help ensure diversity in your candidate pool and enhance your interviewing and selection process. • Select an inclusive interview team. • Use the screening process to include rather than exclude candidates, to avoid missing attractive candidates. • Avoid making assumptions about a diverse candidate’s ability to conform or “feel comfortable” on your team or in the position. • Avoid prematurely labeling one or more of your candidates as the “most promising” until all candidates have been considered. • Prepare yourself with answers for questions diverse candidates are likely to ask.

Ensure that your onboarding processes are inclusive • Onboarding has a more comprehensive reach and a broader perspective. The primary difference between onboarding and orientation is that onboarding has as its goal decreasing the time it takes for a new hire to reach the minimum expected productivity level on the job. This business impact and results perspective is the primary differentiator from orientation, which has a process focus. • Determine the goals of your new employee onboarding process • Introduce the new hire to an employee affinity group or mentoring program as soon as possible • Ask the new hire what they want or feel they need to learn • Involve the new hire’s manager in the onboarding process

The Employment Legal Environment Compliance and Regulatory Framework for Recruiters

Hiring: Employment Law Basics • At every stage of the hiring process, employers must be careful not to illegally discriminate against applicants for the position. Since discrimination is prohibited on the basis of race, gender, national origin, age, religion, and disability – and by now most job applicants know that – any indication of bias in the hiring process might lead to serious legal repercussions. • For example, even a seemingly innocuous question during the interviewing stage such as “when did you graduate from high school?” can potentially lead to a lawsuit under the Age Discrimination in Employment Act (ADEA). • Employers and personnel in charge of interviewing also should be aware that, even though Title VII of the Civil Rights Act of 1964 prevents hiring men over women or vice versa, it doesn’t cover discrimination based on marital status or sexual orientation. • Some state legislatures have guaranteed protection against discrimination of this kind and federal legislation has been proposed as well.

Federal Law • Title VII of the Civil Rights Act • Applies to employers with 15 or more employees • Prohibits discrimination on the basis of race, color, sex, national origin, or religion • EEOC interprets sex discrimination ban as extending to sexual orientation and gender identity • Gender identity relatively-well accepted by federal courts; sexual orientation less so • August 2016 Federal district court decision decides that for-profit, closely-held funeral home can discriminate on basis of gender identity because of RFRA (Religious Freedom Restoration Act; basis for Hobby Lobby decision)

Federal Law Employment Nondiscrimination Act (ENDA) • Would make sexual orientation a protected class; • Introduced almost yearly for last 20 years; has not yet passed Congress; likely to do so if Democrats get control

State Law • RCW 49.60.030 • Applies to employers with eight or more employees • More extensive list of protected classes: “age, sex, marital status, sexual orientation, race, creed, color, national origin, honorably discharged veteran or military status, sexual orientation, or the presence of any sensory, mental, or physical disability or the use of a trained dog guide or service animal by a person with a disability”

State Law RCW 49.60.040 • Sexual orientation broadly defined • “heterosexuality, homosexuality, bisexuality, and gender expression or identity. As used in this definition, ‘gender expression or identity’ means having or being perceived as having a gender identity, self-image, appearance, behavior, or expression, whether or not that gender identity, self-image, appearance, behavior, or expression is different from that traditionally associated with the sex assigned to that person at birth.”

State Law • RCW 49.60 • Until Ockletree, broad religious exemption: • “Religious or sectarian organization not organized for private profit” excluded from definition of employer • Exemption therefore not limited to religion as in federal law • 2014 Ockletree decision • 4-4-1 decision – no majority • Employees likely to prevail if alleged discrimination has no relationship to religious belief or practice • Religious exemption pre-empts local law

State Law • WAC 162-32 (Sexual Orientation and Gender Identity) • Transgender guidance from Human Rights Commission • Adopted in late 2015 (though transgender a protected class since 2006)

State Law • WAC 162-32 • Provides various transgender protections • Leave policies must apply to disabilities related to gender identity • For counseling, surgery, medical appointments, etc. • Employee benefits and privileges must be provided on consistent and equal basis • Harassment prohibited • Must permit dress and grooming consistent with gender identity • Must permit use of facilities consistent with gender identity

City of Seattle • All-Gender Restroom Ordinance • Single occupancy bathrooms cannot be restricted to a specific gender • Signage must clearly indicate that the restroom is open to all genders • Similar protected classes to state law

Enforcement Agencies • Federal law – EEOC • State law – WSHRC • Local law – SOCR, etc. • SOCR very aggressive; EEOC slow and bureaucratic and cannot levy fines • All three generally complaint-driven • Investigation, potential administrative hearings, lawsuit • State law permits private right of action without complaint to agency

Resources – The Law & Governing Agencies • http://www.hum.wa.gov • https://www.eeoc.gov • http://www.seattle.gov

Global Diversity and Inclusion Benchmarks Recruitment, Retention, Development, and Advancement Standards for Organizations Around the World

Global Diversity and Inclusion Benchmarks Recruitment and Development

Action • Ensure that diversity and inclusion is integrated into recruitment, talent development, advancement, and retention. • A conscious effort is made to attract applicants from different diversity dimension groups to achieve and maintain a workforce that shows diversity across levels and functions. • Search firms are required to provide diverse candidates • Advertising is targeted to diverse communities, diversity on interviewing panels is standard and staffing/hiring managers are educated on the impact of bias. • High potential talent from backgrounds not represented in a balanced way across the organization are provided with coaching, mentoring, and sponsorship opportunities. • Turnover of underrepresented groups is in parity with that of the majority group.

Assessing Your Practices

Inactive • There is no effort to recruit, select, advance, or retain employees from diverse underrepresented groups at any level. • Other than a short statement that the organization has an equal opportunity or similar policy, there is no mention of Diversity and Inclusion (D&I) in the organization’s public messaging.

Reactive • The hiring focus is based primarily on representation to meet diversity or equity goals or targets • Recruitment practices do not include diverse candidates as a matter of procedure for all positions • Development and advancement systems do not focus on including diverse candidates • Recruitment and development systems do not take into account how people from different cultures and backgrounds may respond to interview questions.

Proactive • The workforce is beginning to reflect the diversity found in the organization’s qualified labor market, but there is still underutilization of certain groups in mid-level and senior-level positions and some functions. • Managers are educated in understanding differences and the impact their biases may have on selection, development, and advancement decisions. • External search firms are selected based in part on their expertise in diversity recruiting. • The organization offers a variety of development programs and encourages employees to take advantage of them. • The organization attempts to remove biases based on personality type; for example, showing or restraining emotions won’t be seen as a barrier.

Progressive • Recruitment includes advertising on diversity-focused career websites, using social media, and networking with internal and external diversity groups. • Recruitment and selection panels understand how bias enters into recruiting and therefore include members knowledgeable about the diverse population the organization wants to attract and advance. • Special efforts are made to place members of underrepresented in positions that serve as succession (or feeder pools) for future promotion. • Employees are encouraged to consider developmental opportunities and positons outside their current functional, technical, or professional area.

Progressive (contd) • Development through self-assessment, coaching, mentoring, and participating in projects where accomplishments can become known is open and encouraged. • Employees are exposed to a variety of cultures, markets, values, and practices as part of development and retention. • High potential talent is provided with internal coaches, mentors, and external coaching opportunities to maximize performance and develop advanced careers.

Best Practice • The organization’s talent development processes have resulted in equitable and accessible recruitment, retention, and advancement and a pervasive feeling of inclusion. • The workforce across all levels and functions is generally representative of the organization’s labor markets. • The organization’s reputation for quality D&I efforts enhances its ability to attract and retain employees who contribute to outstanding organizational results. • Turnover of members of underrepresented group is in parity with that of the majority group.

In closing – We Can’t Bury Our Heads in the Sand and Hope Things Get Better!

Reference Materials • The Importance of Cultural Diversity in Health Care https://learn.uvm.edu/blog-health/cultural-diversity-in-healthcare • Recruiting for Diversity, Harvard University. http://hr.fas.harvard.edu/files/fas-hr/files/recruiting_for_diversity_9.17.13_0.pdf • Global Diversity and Inclusion Benchmarks http://diversitycollegium.org/downloadgdib.php • Why Diversity Matters –Mckinsey Report http://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters • Why Diversity Matters in Healthcare http://www.csahq.org/pdf/bulletin/issue_12/Diversity.pdf • Creating Culturally Competent Healthcare Organizations http://www.regent.edu/acad/global/publications/lao/issue_13/jackson.pdf • Onboarding Processes at Key Bank http://www.gcpartnership.com/Economic-Inclusion/Commission/~/media/Files/Inclusion/McCorvey_onboarding-socialization.ashx

21st Century Diversity and Inclusion Strategies