OR Manager November/December 2021 - 9

Human resources
vocacy collaborative at
Luminis Health. Wright,
who advocated for
the program, adds, " It
increases the intentionality
of our inclusion and
lets people know that
we are endeavoring to
promote understanding
and acceptance as
Nia Wright,
MSN, MHA,
RN, CNOR
well as providing a safe place to work. "
Monthly meetings start with a short
presentation, followed by participant
discussion.
Role of metrics
Perspectives on the value of metrics
for tracking diversity vary. Some feel it
reduces DEI efforts to a numbers game,
but Dr Pujols McKee points out that
" you can't improve what you can't measure. "
She adds, " I think it's very realistic
to have goals and to implement
measurements. "
" Metrics are necessary, but not
the whole story, " says Louis Williams,
vice president of talent acquisition for
PeaceHealth System of Vancouver,
Washington. Metrics can serve as a
guide for determining trends, but the
frequency of data collection matters.
" There is no point in tracking diversity
improvement on a quarterly basis, " he
says. Instead, leaders should set small,
achievable goals and track them annually.
" That will help determine if you're
on the right path, as opposed to focusing
on a percentage quota goal. "
One value of metrics is to create
awareness. " You become aware of
whether you have a diverse workforce
or not, so you can start working on it if
you need to, " Dawson says. " It's not a
quota system, it's just a way to realize
that this is an area you want to focus
on. " However, he adds, " it's important
to look around your department and
really take an assessment yourself: Do I
see the community we work with in the
faces of the staff who serve it? "
Metrics at Luminis Health include
www.ormanager.com
DEI questions in its employee engagement
survey and collection of data from
a variety of sources to create the DEIL
Scorecard. The quarterly scorecard examines
both staff (eg, who is being
hired) and patients (eg, disparities in
the health of women). " Many of our diversity
goals are based on trending data
on the scorecard, " Stanley says.
Building a diverse workforce is a
journey, not a destination, and it takes
time. Having a diverse team " is not
something that happens overnight; it
has to be engrained into the culture
and focused on, " Archer says. " It's important
to us to give some grace and
march in the same direction-to have a
diverse team of people doing excellent
work. "
The benefits are well worth the investment,
particularly when it comes to
delivering patient-centered care. " We're
here to make sure that patients who
come through the doors of our hospital
feel like they're among family, " Dawson
says. " Having a diverse workforce
makes people feel comfortable. " ✥
Cynthia Saver, MS, RN, is president of
CLS Development, Inc, Columbia,
Maryland, which provides editorial
services to healthcare publications.
References
American Hospital Association. National
healthcare governance
survey report. 2019.
Kaplan S. Why the 'business case' for
diversity isn't working. Fast Company.
February 12, 2020. https://
www.fastcompany.com/90462867/
why-the-business-case-for-diversityisnt-working.
Lorenzo
R, Vogt N, Tsusaka M., et
al. How diverse leadership teams
boost innovation. BCG. January 23,
2018. https://www.bcg.com/enus/publications/2018/how-diverseleadership-teams-boost-innovation.
McKinsey
& Co. Diversity wins: How
inclusion matters. May 19, 2020.
https://www.mckinsey.com/
Uniqueness and
belongingness
Stefanie Johnson, PhD, provides these
strategies for addressing the two human
needs of uniqueness and belongingness.
Uniqueness (SELF)
Support: Publicly support diversity, including
recognizing and embracing differences.
Empathize:
Get to know people so you
understand team members' needs.
Learn: Hire people with diverging opinions
and bring out different perspectives
within existing employees.
(Be) Fair. Engage not only in equality but
also in equity by giving people what they
need to be successful.
Belongingness (TEAM)
(Be) Transparent so people know how
things work in the organization.
Empower people to make their own decisions
while conveying high expectations
for success.
Align allies, including those in the majority
group, into the diversity and inclusion
conversation.
Motivate by building spirit and infuseing
diversity, inclusion, and belonging into
the organization's values.
featured-insights/diversity-and-inclusion/diversity-wins-how-inclusionmatters.
Srinivasan
H. Helping our customers
source and build more diverse
talent pools. LinkedIn. August 10,
2021. https://www.linkedin.com/
business/talent/blog/product-tips/
source-and-build-more-diversetalent-pools.
The
Joint Commission. Understanding
the needs of diverse populations in
your community. Quick Safety. 60:
2021.
Yo-Jud Cheng J, Groysberg B. Research:
What inclusive companies
have in common. Harvard Business
Rev. June 18, 2021. https://hbr.
org/2021/06/research-what-inclusive-companies-have-in-common.
OR
Manager | Nov/Dec 2021
9

https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters https://www.linkedin.com/business/talent/blog/product-tips/source-and-build-more-diverse-talent-pools https://www.fastcompany.com/90462867/why-the-business-case-for-diversity-isnt-working. https://www.bcg.com/en- us/publications/2018/how-diverse-leadership-teams-boost-innovation https://hbr.org/2021/06/research-what-inclusive-companies-have-in-common https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters http://www.ormanager.com

OR Manager November/December 2021

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