OHSU Healthcare Diversity and Inclusion Strategic Plan FY 2011

Transcription

1 OHSU Healthcare Diversity and Inclusion Strategic Plan FY 2011 Background OHSU Healthcare believes ethnic, gender, religious, linguistic, socioeconomic and other cultural differences add to the tapestry of diversity that sets us apart from other healthcare organizations in Oregon. Employees, patients, families, vendors, students and others comprise our diverse stakeholder group. We are committed to creating a culture of inclusion and welcoming individuals from all backgrounds. The first goal of OHSU Vision 2020 is to be a great organization, diverse in people and ideas. This Diversity and Inclusion Strategic Plan supports this goal and commitment. We expect our stakeholders to embrace understanding and appreciating differences as a core value of OHSU Healthcare. As a healthcare provider we commit to educating our employees to ensure a culturally sensitive approach to patient care, community and workforce relations. With regard to employment, encouraging diversity ensures we are leveraging the varied strengths that can be gained from differing perspectives. Diversity is fundamental to OHSU s ability to attract and retain top talent, promote innovation and creativity, flourish in a competitive market, maximize the return on our investment in people and ensure flexibility to thrive (OHSU Diversity Definition, Policy No ). Every employee is responsible to live the diversity promise at OHSU Healthcare. That promise is that each employee or person visiting OHSU Healthcare is accepted and welcomed regardless of their backgrounds, personal differences or unique challenges and circumstances. All employees are given fair consideration for all available opportunities for which they are well qualified. OHSU Healthcare is committed to cultural richness and values diverse representation in all professional capacities. Achieving cultural competency means recognizing that people are different and adapting our behavior and ways of thinking to appropriately accommodate those differences, in every encounter, with every individual, every time. Achieving our promise requires commitment and accountability. Among other things, this Diversity and Inclusion Strategic Plan (DSP) provides guidelines to achieve a culture of diversity and inclusion, it suggests opportunities for involvement in different roles at OHSU Healthcare, e.g. managers, administrators and directors, HR professionals, and other staff. It also helps to focus us on diversity hiring in areas for which we have fewer than expected diverse candidates when compared to populations available in the labor market from which we draw talent. This plan is authored by the OHSU Healthcare Cultural Advocacy Team (CAT), the program manager of diversity and inclusion for Healthcare HR and the CAT advisor, and will be implemented by these parties in collaboration with OHSU managers and employees. This plan is sponsored and funded by the Executive Director of OHSU Healthcare and the Healthcare Administrative Team. 1

2 Approach to the Diversity and Inclusion Strategic Plan This OHSU Healthcare Diversity and Inclusion Strategic Plan follows the Seven Steps to Diversityand-Inclusion Culture Change model developed by Gardenswartz and Rowe (2010). The strategies of this model are: 1) gain executive commitment, 2) conduct assessments, 3) create and sponsor advisory councils, 4) provide training and development, 5) create and support systems change, 6) conduct measurement and evaluation, and 7) seek long-term organizational integration. These strategies and tactics will support the achievement of the following four goals of the OHSU Healthcare Diversity and Inclusion Strategic Plan. Goals for OHSU Healthcare Diversity and Inclusion Strategic Plan Goal 1. Enhance a culture of inclusion among all OHSU Healthcare employees. Goal 2. Build cultural competencies at all levels of organization to improve patient care and other service encounters. Goal 3. Raise awareness of practices that increase the diversity of OHSU Healthcare staff. Goal 4. Work towards eliminating health disparities in Oregon. Strategy 1. Gain executive commitment Tactic 1.1 Secure executive sponsorship and funding by the Executive Director of Hospitals & Clinics and the Healthcare Administrative Team for the activities and initiatives of the OHSU Healthcare Diversity and Inclusion Strategic Plan. Tactic 1.2 Gain ongoing executive support of the time commitment and efforts required of the members of the Healthcare Cultural Advocacy Team on behalf of OHSU Healthcare. Tactic 1.3 Secure executive support for system changes that directly impact the outcomes of the Diversity and Inclusion Strategic Plan. Tactic 1.4 Demonstrate executive commitment though participation to and advocacy of the various diversity and cultural events at OHSU. Strategy 2. Conduct assessments Tactic 2.1 Analyze data related to employee satisfaction and engagement. Tactic Utilize external diversity experts to analyze Morehead (2010) Employee Engagement Survey diversity data and make recommendations based on the results. Tactic Collaborate with the OHSU Diversity Advisory Council to gain access to the results of the OHSU Diversity Climate Survey. Tactic Analyze the OHSU Healthcare data regarding culture-based grievances and discrimination cases provided by Affirmative Action and Equal Opportunity. 2

3 Tactic 2.2 Analyze data related to diversity demographics of OHSU Healthcare employees. Tactic Review available demographic data on race and gender for the incumbent workforce to assess current diversity in these categories by job classification. Tactic Review available demographic data on the applicant pool for all positions opened in Healthcare during the prior FY to assess diversity of candidates. Tactic Review available demographic data on race and gender of new hires for all positions in Healthcare during the prior FY for comparison against the applicant pool. Tactic Review available demographic data on race and gender of individuals promoted during the prior FY for all job classifications. Tactic Review available demographic data on race and gender of employees exiting the organization during the prior FY for all job classifications, including voluntary and involuntary terminations. Tactic Establish a baseline on certified bi-lingual employees by languages used at OHSU and job classification. Tactic 2.3 Analyze data related to diversity demographics of OHSU patients. Tactic Obtain available demographic data on race, language, birth place, and religion of patients during the prior FY for all inpatient and outpatient populations. Tactic Review available data on all interpreted encounters for OHSU patients in the prior FY by language, department and method of interpretation used. Tactic 2.4 In the partnership with Service Excellence, review the questions in OHSU Healthcare patient satisfaction surveys that help the organization to determine patient perception of OHSU s culture of inclusion. Strategy 3. Create and sponsor advisory councils Tactic 3.1 Continue support of and membership participation in the OHSU Healthcare Cultural Advocacy Team (CAT). Tactic 3.2 Establish culture-specific employee affinity groups (also called staff associations, employee resource groups, or employee networks), assigning at least one CAT member as a liaison/mentor to each group. Tactic 3.3 Provide grants/funding through an application process to affinity groups for events that promote diversity and cultural awareness. Tactic 3.4 Collaborate with employee affinity groups to improve OHSU Healthcare s recruitment, event organizing, and outreach efforts. 3

4 Strategy 4. Provide training and development Tactic 4.1. Continue the design, development and implementation of the online Cultural Competency Foundations training, in partnership with OHSU Learning and Change Management. Tactic 4.2 Evaluate and revise the New Employee Orientation (NEO) diversity module and sponsor an educational table at NEO focusing on diversity. Tactic 4.3 Continue sponsoring the CultureVision, an online education resource available to all OHSU employees and students and invest in the growth of the CAT Intercultural Resource Library. Tactic 4.4 Design and facilitate Cultural Competence for HR Professionals training, in partnership with HR Central Services. Tactic 4.5 Develop and pilot a Managing Across Differences certificate program for OHSU managers, in partnership with HR Central Services. Tactic 4.6 Pilot the Health Equity Dialogue Series for OHSU Healthcare departments. Certified trainers will facilitate group dialogues on the issues of diversity, inclusion, health disparities and cultural competencies required to better serve the following populations: African Americans, Asian Americans and Pacific Islanders, GLBT populations, Hispanic Americans/Latinos, Native Americans and Persons with Disabilities. Tactic 4.7 Design, develop, and pilot OHSU Awareness Education: Disability, Inclusion and Access program in partnership with the Disability Awareness Subcommittee. Tactic 4.8. Fund the tuition reimbursement program to support Healthcare employee attendance at non-ohsu professional development events on diversity, inclusion and cultural competence. Strategy 5. Create and support systems change Tactic 5.1 Increase recruitment efforts of diverse candidates. Tactic By utilizing data from Affirmative Action and Equal Opportunity Department and in partnership with all HR mission areas, develop a diversity recruitment plan including specific placement goals by job classification (see Appendix 3), a recruitment and outreach event calendar and communication plan. Tactic Provide support to department directors to integrate diversity goals into their annual recruitment plans. Tactic Promote OHSU s bilingual staff certification program and the hiring of bilingual (in high-demand languages identified by OHSU) staff in front-line positions where data indicates the highest usage of interpreters. Tactic Develop and help review OHSU Healthcare recruitment and marketing materials to ensure these highlight our commitment to diversity and integrate images of diverse healthcare providers and patients. 4

5 Tactic Establish and reinforce relationships with community organizations and minority media to strengthen our diversity recruitment and outreach efforts. Tactic 5.2 Reward those supporting diversity and inclusion. Tactic Establish annual awards for departments and individuals excelling in the promotion of diversity and inclusion, partnering with Service Excellence where possible. Tactic Develop resources for managers on how to evaluate employee support of OHSU s core competency of diversity to reward contributions in this area. Pilot these tools during the Managing Across Differences program. Tactic 5.3 Establish regular stakeholder communications about diversity and inclusion efforts. Tactic Highlight stories in internal communications (e.g. Diversity News, Diversity website, quarterly OHSU Healthcare newsletter, e-stat, Staff News) about CAT initiatives and employees and leaders who impact the culture of inclusion internally at OHSU. Tactic Establish a Healthcare Diversity and Inclusion website in partnership with the Web Strategies Department, which will be linked to the main OHSU Diversity site. Tactic 5.4 Establish organizational norms that integrate support for diversity. Tactic Co-sponsor three, week-long celebrations of cultural diversity at OHSU during fall These events enhance cultural awareness among employees and bring focus on serving the unique health needs of these various cultural communities. Events include lecture series, community booths, poster exhibits and ethnic cuisines served at OHSU cafes. Tactic Encourage new participation in staff associations (such as CHASM) to improve OHSU Healthcare s recruitment, event organizing and outreach efforts. Tactic Review the inclusiveness of OHSU policies and procedures (for example, the OHSU Visitation policy and Patient Rights policy) and research the best practices for developing more culturally inclusive descriptions of OHSU core competencies. Tactic Provide support to directors and managers to set diversity related performance goals for themselves and their direct reports, as part of annual performance planning. (Sample role-based tactics are listed in the Appendix 2.) Tactic 5.5 Enhance diverse community collaborations, partnerships and outreach. Tactic Sponsor staff participation in external community events that promote and honor diversity and community health education events targeting diverse communities. Tactic Collaborate with OB and Doernbecher Children s Hospital to research the best practices that could reduce healthcare disparities with high-risk mothers and neonates with special emphasis on rural Oregon and Latino community. 5

6 Strategy 6. Conduct measurement and evaluation Tactic 6.1 Annually evaluate changes in representation for the categories defined by Strategy 2, to look for diversity representation among the incumbent workforce, those employees who receive talent promotions, exiting employees and patient population. Tactic 6.2 Track changes in the bilingual certification of incumbent staff and new hires of bilingual staff. Tactic 6.3 Annually evaluate changes in patient satisfaction and employee engagement scores that correlate with diversity and inclusion. Tactic 6.4 Track the number of directors, managers and employees attending diversity, cultural competence and inclusion education and training events. Tactic 6.5 Track the dollars spent per employee on diversity training and education and determine outcome measures to contribute to the computation of the return on investment (ROI). Tactic 6.6 Evaluate the satisfaction and effectiveness of diversity, cultural competence and inclusion trainings designed and deployed or hosted by OHSU. Tactic 6.7 Use the Intercultural Development Inventory (IDI) in assessing the intercultural competence of managers and HR professionals, who participate in targeted trainings as a means for evaluating areas for growth, customizing training content to be audience-specific and as a post-training assessment to measure progress. Strategy 7. Seek long-term organizational integration Tactic 7.1 Review annually OHSU s performance using the Seven Step model to increase diversity and inclusion. Tactic 7.2 Annually add new tactics under each of the strategies that demonstrate development and progress. Tactic 7.3 Review other organizations of our type for input on best practices that may inform new strategies and tactics. 6

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8 Appendix 1 OHSU Diversity Definition (OHSU Policy No ) Diversity at OHSU means creating a community of inclusion. We honor, respect, embrace and value the unique contributions and perspectives of all employees, patients, students, volunteers and our local and global communities. Diversity includes age, culture, disability, ethnicity, national origin, race, color, religion, sexual orientation, gender identity and expression, diversity of thought, ideas and more. Diversity maximizes our true potential for creativity, innovation, quality patient care, educational excellence and outstanding service. Business Case for Diversity Diversity is essential to realize our multifaceted mission and to set the example for integrity, compassion and leadership on health care, education, research and community service. Diversity is fundamental to OHSU's ability to attract and retain top talent, achieve innovation and creativity, flourish in a competitive market, maximize the return on our investment in people and ensure flexibility to thrive. 8

9 Appendix 2 Tactics that may be included in annual diversity related performance goals: Manager opportunities: Review individual unit performance and identify diversity or inclusion goal(s). Set hiring placement goals where underutilization exists. Participate in relationship building with local organizations that serve as a source for minority and women candidates. Create opportunities for diversity recognition, celebration, training and community involvement in their areas of responsibility. Incorporate diversity and culturally sensitive enquires that are legal into the hiring process. (Consult with HR Business Partner.) Participate in the OHSU Healthcare Cultural Advocacy Team or serve as a volunteer for one of their ongoing initiatives. Employee opportunities: Participate in relationship building with local organizations that serve as a source for minority and women candidates. (Consult with HR Business Partner.) Participate in OHSU diversity celebrations and educational initiatives and be involved in community organizations that promote diversity. Participate in a periodic climate survey to identify perceptions of diversity, acceptance and inclusion. Establish consistent commitment to inclusion and cultural competence, through daily interaction with others and be able to articulate accomplishments, citing specifics. Administrator and director opportunities: Reward attainment of diversity goals based on results. Seek to highlight diversity accomplishments via the Service Excellence program. Hold team accountable for meaningful attempts and/or progress toward achieving hiring goals. Support with staff time and funding, whenever possible, community outreach and diversity activities. Assess and measure performance relative to goals, periodically throughout the year, and document results as part of FY11 performance appraisal process. Reward and recognize those individuals who set and attain diversity goals. Human Resources opportunities: HR Business Partners will act as a resource in the implementation of the Diversity and Inclusion Strategic Plan. Incorporate diversity and culturally sensitive enquires that are legal into the hiring process. Participate in OHSU diversity celebrations and educational initiatives and be involved in community organizations that promote diversity. 9

10 Appendix 3 Placement Goals for Healthcare FY11 1. Goals for Women Job Group # Job Group Positions Included Availability * Represented ** Difference between Available and Represented Anticipated Vacancies Based on 3 Year Retro Average Goals for Placement *** 2C Assistant Professor Assistant Professor, Research Assistant Professor, Chief Physicist, Physicist 69.9% (4) 28.6 % (2) 2 **** **** 4A Office Manager Office Manager, Custodial Services Supervisor, Shift Supervisor Retail, Shift Supervisor, Supervisor Sterile Processing 73.6% (11) 50% (8) F Other Support Program Technician 1, Program Technician 2, Non OHSU Student Worker, Research Analyst 1, Project Coordinator, Specialist 73.1% (53) 54.8% (40) C Laborers Property Specialist 1, 2, 3 38% (11) 16.7% (5) F Transportation Equipment Operator 1, Transportation Aide 1, 2, 3, Transportation Aide Lift Team 73.2% (46) 27% (11) K Other Service and Maintenance Exercise Specialist, Exercise Physiologist 68.8% (5) 50% (4) 1 **** **** * Availability refers to recruitment availability percentage in a geographical area determined by vendor ** Represented refers to percentage of OHSU workforce *** Placement Goals are not quotas **** Due to low anticipated vacancies recruitment focus will remain on high-volume vacancy job groups 10

11 2. Goals for Minorities OHSU Healthcare Diversity and Inclusion Strategic Plan FY 2011 Job Group # Job Group Positions Included Availability * Represented ** Difference between Available and Represented Anticipated Vacancies Based on 3 Year Retro Average Goals for Placement *** 3G Research Ranks Senior Research Associate, Research Associate, Research Assistant 2 22% (1) 0.0% (0) 1 **** **** 3H Social Service, Counselors Social Worker 16.3% (6) 5% (2) E Other Technical and Paraprofessional Trainer, Senior Trainer, Coding Specialist, Transcriptionist/Cod er, Tumor Registrar, Network Account Executive 15.6% (13) 6.8% (6) K Other Service and Maintenance Exercise Specialist, Exercise Physiologist 14.1% (1) 0.0% (0) 1 **** **** * Availability refers to recruitment availability percentage in a geographical area determined by vendor ** Represented refers to percentage of OHSU workforce *** Placement Goals are not quotas **** Due to low anticipated vacancies recruitment focus will remain on high-volume vacancy job groups 11