HIM Empowerment. Are You Up for the Challenge? Merida L. Johns, PhD, RHIA

Transcription

1 HIM Empowerment Are You Up for the Challenge? Merida L. Johns, PhD, RHIA

2 AHIMA Strategic Plan Develop HIM Leaders

3 AHIMA Strategic Plan Develop HIM Leaders To move the Industry forward, HIM directors must proactively offer their knowledge and decision support expertise as they become more integrated into organizational leadership

4 The Terrain

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6 GLASS CEILING Invisible & Artificial Barriers WOMEN Floors 1-5 MEN Floors 1-12

7 Women in the Workforce Women are 50% of the Workforce Invest in America Invest in Women A Report of the Majority Staff of the Joint Economic Committee United States Senate

8 Women and Education U.S. Department of Education Estimates 2013

9 Gender in Fortune 500 Companies 100% 90% 80% 70% 60% 50% 40% 46% Men Women 30% 20% 10% 0% 16% 14% Employed Board Seats Executive Position 8% Top Earning Executives 2% CEOs Invest in America Invest in Women A Report of the Majority Staff of the Joint Economic Committee United States Senate

10 Median Weekly Earnings by Degree and Gender Men Women Bureau of Labor Statistics 2013

11 The Healthcare Terrain

12 Women in the Healthcare Workforce Piktochart.com 73% 18% 4% Bureau of Labor Statistics 2011 Women in Healthcare RockHealth 2012

13 Healthcare Executive Average Annual Salary by Gender Equal Education and Experience 180, , , , ,000 80,000 60,000 40,000 20, , ,100 Men Women ACHE: A Comparison of the Career Attainments of Men and Women Healthcare Executives 2012

14 75% Of Senior Healthcare IT Positions are held by men Healthcare IT News April 24, 2013

15 79% 42% Women Health Care Executives Favor Increase in Proportion of Women in Executive Positions Men Health Care Executives Favor Increase in Proportion of Women in Executive Positions Piktochart.com ACHE: A Comparison of the Career Attainments of Men and Women Healthcare Executives 2012

16 The HIM Terrain

17 92% Of AHIMA Membership Are Women AHIMA Salary Survey 2011

18 6% AHIMA Members Hold Executive Positions AHIMA Salary Survey 2011

19 1.7% AHIMA Women Members Hold Executive Positions AHIMA Salary Survey 2011

20 AHIMA Membership by Educational Level JAHIMA September 2013

21 IMPLICATIONS FOR HIM

22 The Case for Gender Diversity in Executive Management Is Compelling

23 1 Forbes.com : The Business Case for Gender Equality 2 Claire Shipman & Katty Kay: 2010 Womenomics 3 Roy Adler Pepperdine University: Women in the Executive Suite Correlates to High Profits 4 Catalyst January 2004: The Bottom Line: Connecting Corporate Performance and Gender Diversity

24 Invest in America Invest in Women A Report of the Majority Staff of the Joint Economic Committee United States Senate

25 What Improves Results Diversity combines strengths of each to improve outcomes

26 Key Leadership Behaviors That Improve Performance Leadership Behaviors Participative Decision Making Role Modeling Building Respect Frequency of Performance Women apply slightly more Women apply more Inspiration Compelling Vision Expectations and Rewards People Development Mentoring Challenging Assumptions - Risk Taking Effective Communication Individualistic Decision Making Control and Corrective Action Women apply slightly more Women apply more Women apply more Women and men apply equally Women and men apply equally Men apply more Men apply more Women Matter 2 McKinsey&Company 2008 Copyright Merida L. Johns 2015

27 WHAT S HOLDING WOMEN BACK

28 Barriers Cultural Gender Based Social Economic Organization

29 Unconscious Bias and Stereotypes

30 Unconscious Gender Stereotypes

31 Systematic Cognitive Errors Gender stereotypes are culturally-shared, socially constructed heuristics about who men and women are and how they should behave Hiring Scenario Rate My Professor Scenario Authoring Scenario Copyright Merida L. Johns

32 Hiring Scenario In the study, Yale University researchers asked 1 scientist at six universities to review identical CVs purporting to belong to senior undergraduate students that had been randomly assigned male or female names. The researchers found that in considering the applicants for a laboratory manager position, staff consistently judged male candidates to be more competent and deserving of an extra $4,000 ( 2,475) pay on average. They were also more willing to provide male applicants with mentoring and were more likely to hire them. Women in the study were just as likely as men to make these judgements, and scientists responded no better than control groups.

33 Rate My Professor Algorithmic sifting of the anonymous online ranking system, RateMyProfessors.com of 3,000,000 students showed that: The term genius is a term students apply to male professors at three times the rate for women at least, depending on the discipline. Brilliance is also something men do better than women In music, male professors are seven times more likely than female professors to be virtuoso performers. Men are rated consistently more knowledgeable and smart, also handsome, cute, charming, funny, and sensitive. Women professors are consistently more likely to be described as feisty, bossy, aggressive, shrill, condescending, rude.

34 Author Scenario Graduate students in communications rated publications supposedly written by male scientists as higher quality than identical work identified with female authors. The research found that -- both men and women -- showed significant bias against study abstracts they read whose authors had female names like "Brenda Collins" or "Melissa Jordan." These students gave higher ratings to the exact same abstracts when the authors were identified with male names like "Andrew Stone" or "Matthew Webb." Copyright Merida L. Johns, PhD 2014

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36 Gender-Based Barriers Lower Career Clarity Set Lower Career Aspirations Lower Confidence Cautious approach to job promotions Reluctance to promote self Less ability to connect with senior managers Women Matters 2012: Making the Breakthrough. McKinsey Report Ambition and Gender in the Workplace Institute of Leadership and Management Women in Healthcare RockHealth 2012

37 Are You Up for the Challenge?

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39 Develop Career Clarity

40 Leadership is rooted in who you are, not trying to be someone else 52 Week Game Changer: How She LEADS

41 Develop Career Clarity Identify Your Strengths Develop a Personal Vision Know Your Purpose Know What You Want

42 VIA 24 CHARACTER STRENGTHS

43 Are you up for the challenge?

44 Raise Career Ambitions

45 Raise Career Ambitions Develop BIG Goals Categorize the Goals Break the Goals into Doable Chunks Develop a Vision Board Seek More Learning

46 2014: June Complete Masters 01-10/ Thesis Approved 2/28 Data Collected 3/31 Data Analysis 04/30 Draft Completed 05/21 Defense Oct Article in Publication 1/10 Outline Done 2/14 Draft Done 2/20 Submit to Journal Oct Corporate HIM Director 1/5 Resume Done 1/20 LinkedIn Updated 1/25 3 Recruiters Contacted 1/30 Meet with Doug F. to review plan 2/10 Meet with Doug F Oct Present at Professional Meeting Abstracts Done 11/13 Abstracts to AHIMA Abstract to CLCF 2/15 Begin Applications 2015:

47 Are you up for the challenge?

48 Raise Confidence

49 Raise Confidence Success Journal Gratitude Journal Sideline the Inner Critic Use the rabbit foot

50 Are You Up for The Challenge?

51 Promote Yourself

52 Promote Yourself Accept Compliments Use Social Media Effectively Display Awards Hone Elevator Speech and Use It Develop Your Brand

53 Are You Up for The Challenge?

54 Amass Social Capital

55 Amass Social Capital Get a Mentor Get a Sponsor Volunteer, Connect, Promote Use Social Media Provide Benefits to Others

56 Are You Up for the Challenge?

57 Seek Opportunities

58 Seek Opportunity Be Proactive Keep Vision in Sight Take Purposeful Risks Prepare and Perform

59 Are You Up for the Challenge?

60 Are You Up for the Challenge? Raise Career Clarity Raise Career Aspirations Raise Confidence Promote yourself Amass Social Capital Seek job opportunities Break the Glass Ceiling

61 Toast to Leadership Ladies Virtual Night Out * 1 st Wednesday of the Month