Healthcare organizations must know in order to be successful, you need a diverse workforce. The key to success in this area is retaining that staff and knowing how to defuse conflicts. This is especially true in settings like hospitals, where mistakes can mean life or death.

Poor communication is one of the leading causes of medical errors, according to the Joint Commission. Medical errors are the 3^rd leading cause of death in the United States—right after heart disease and cancer, and it’s more prevalent than respiratory ailments, stroke and Alzheimer's disease—according to a study out this year from The BMJ. Author Martin Makary, MD, of Johns Hopkins University, and colleagues estimate that 251,000 Americans die each year from such mistakes. Some instances have nothing to do with interpersonal conflict, but employees at odds with one another are less likely to spend time making sure they understand each other during crucial events like a patient hand-off.

Dianne Austin, workforce diversity program manager at Massachusetts General Hospital, told Healthcare Dive, creating robust support networks is key to helping employees identify and deal with tension or potential discrimination from other employees. They also need to be able to talk freely with others who may be in similar situations. “There’s a lot that we do to really try to help employees feel that they have a voice and that they’re important,” she said.

How conflict happens

Susan Woods, a workplace consultant, says there are a few major dynamics in diversity-related conflict, including respect and disrespect, as well as recognition and identity.

1) Respect and Disrespect

Disrespect may be gross and blatant, but it is also subtle, communicated in the little

ways someone is told they don’t belong, are not good enough, are not expected to

achieve, or that they can be overlooked and don’t count.

Remarks like the ones below convey messages about respect.

“Not a bad job, for a woman.”

“You don’t have to worry about your appointment. You’re a minority.”

“That company is very traditional. I’m surprised they even hired you.”

A reasonable person could interpret disrespect in each of these messages. The

harmful message may be unintended and unrecognized by the offending party, even

as it is deeply felt by the offended party.

When disrespect is communicated in unintended and unconscious ways, bringing

this perspective to the surface creates an opening for learning and improved

relations. Regardless of how the incident in question is settled, failure to understand

the dynamics of respect and disrespect from more than one perspective perpetuates

the underlying conflict.

2) Recognition and Identity

A second dynamic often present in diversity-related conflict resolution is

recognition and identity. Recognition and identity are complicated dynamics, full of

opportunity for misunderstanding and tension. These may have a negative effect,

but may not have been communicated with consciously malicious intent.

We hear it below:

“I’m always asked to be in the photo or meet with visitors because I’m one of the few people of color

they have. It has nothing to do with my accomplishments.”

“I hope you’re not asking me to take the minutes because I’m the only woman in the group.”

“You’re not like the others. I feel I can talk with you.”

“Those people …”

The old days of the “great melting pot,” where everyone was expected to conform

to the dominate group, are gone. Hopefully, we’ve moved past assimilation to

realize that inclusion is about recognizing diverse identity. It’s about understanding

individuals as unique persons and, at the same time, as members of groups.

Either/or logic is misleading. This is a both/and phenomenon. The ambiguity can

be unsettling, especially when the challenge is so deeply personal and emotional as

with identity.

Research shows that conflict can be frequent in healthcare organizations because of the high workload volumes, pressures to move quickly and the importance of decisions being made. These conflicts can affect companies in many ways, including high staff turnover rates, reduced productivity and litigation costs.

Dealing with conflicts

The best processes start early and attempt to prevent conflict. Austin said Massachusetts General has an orientation where new employees attend a program on diversity and inclusion and learn about various resources available to employees, such as a citizenship program, careers days and school admissions officers. There are also multiple staff committees focused on improving diversity and inclusion.

Healthcare managers can help ease conflict by listening carefully to employees, quickly addressing the source of the problem, instituting strict and clear policies and educating staff about those policies, she wrote.

Massachusetts General has multiple ways for an employee to bring any concerns to light, including an anonymous hotline, Austin said. The HR department will review whatever is submitted and the relevant department head is told the details. “We really try to pull managers and the appropriate people in so we can get to the bottom of it based on the information provided,” she said.

Sometimes, the problem starts with a patient who refuses to be cared for by a certain nurse or doctor, and may use racial slurs or other inappropriate language. The nurse manager will respond and tell the patient all providers are equally trained and capable. The patient is then told they can go to another hospital if they will not be respectful to all employees. The affected employee can decide whether or not to continue working with the patient.

Diversity is needed at higher ranks

Diversity and inclusion efforts should reach all the way up the ranks to the executives, making sure their C-suites and boardrooms are also diverse and reflective of the surrounding community.

The American Hospital Association's Institute for Diversity in Health Management released a comprehensive report titled Diversity and Disparities: A Benchmarking Study of U.S. Hospitals in 2015. The results of the survey were not exactly positive. In fact, the survey found that minority representation on healthcare boards across this nation stood at just 14%—precisely the same percentage reported in a similar survey two years earlier and a similar study conducted in 2011.

Deborah Bowen, president of the American College of Healthcare Executives said the best ways to remedy poor diversity in C-suites is to start cultivating a diverse group of people who have an interest in leadership early on in their careers. Post-graduate fellowship programs and scholarship for mid-level executives can be helpful. Hospitals should provide leadership development and training as well as other career resources, she said.

“It’s a matter of finding mentors, for example,” she said. “Have a mentorship network to find somebody who has gone through something similar.”

The diversity of people in the US has changed considerably. As stated at the beginning of this article, our hospital and healthcare system employees need to reflect their patient population at all levels within their organization(s). Sensitivity to language, cultural, sexual, and physical differences in both your staff and patients is critical for a harmonious and productive environment.

First article written by Frontier Nursing University
Second article Written by Marissa Silver

Frontier Nursing University believes in increasing awareness of the importance of cultural competency and decreasing health disparities. This article is about their 7th annual Diversity Impact Event. FNU states “Diversity Impact is designed to open the door for nurses to foster and strengthen collaborative discussions to address health disparities to improve minority health among underrepresented and marginalized groups.” Enjoy this informative article.

In a rapidly-changing, sometimes divided world, Frontier Nursing University (FNU) emphasizes the value of respecting and honoring diversity.

In the United States, there is a wide gap in health outcomes. Several populations face greater obstacles in obtaining good health based on their racial or ethnic group, religion, socioeconomic status, gender, age, mental health, sexual orientation, physical or mental disability, or geographic location. These disparities may exist because of social and economic inequality, inadequate health care providers or systems, and bias on the part of health care providers or patients.

The gap forming in the health of women before and during pregnancies is also a source of concern. Determinants of a mother’s health may include social factors, ethnic or racial group, or her previous health status. An infant child is also impacted by factors such as nutrition, family income, and the geographic location of their homes and neighborhoods.

Additionally, consider this: women living in rural areas have less access to health care than women living in urban areas. Where 22.8% of women live in what is defined as a “rural” area in the U.S.¹, there is a significant disparity between the health care they receive and the health care received by the “urban” population of women.

Although health care needs around the nation are diverse, health care providers do not reflect the population. In 2008, only 16.8% of Registered Nurses residing in the United States represented diverse racial and ethnic backgrounds². Additionally, underrepresented groups make up less than 10% of nursing school faculty³. The nursing profession faces the challenge of recruiting and retaining a culturally diverse workforce that mirrors the nation's demographics.

With these challenges in mind, it is important that our education system equips nurse practitioners, nurse-midwives and other healthcare professionals with the resources they need to eliminate these disparities, and ultimately achieve health equity.FNU would like to see the Frontier community impact health equity and move forward by uniting through diversity.

On June 1- 4, 2017, Frontier Nursing University held the 7th annual Diversity Impact Student Conference. Diversity Impact is designed to open the door for nurses to foster and strengthen collaborative discussions to address health disparities to improve minority health among underrepresented and marginalized groups. Students will engage in cross-cultural and intercultural workshop activities, along with leadership strategies on current diversity healthcare trends as it relates to patient-provider care.

This year’s Diversity Impact theme is Moving Forward: Uniting Through Diversity. Students will attend sessions hosted by nationally recognized nursing leaders; participate in teambuilding activities, cultural competency awareness training, and open dialogues; network with available FNU students, community leaders, faculty and staff; and learn more about the world with FNU’s International Food Menu.

Frontier Nursing University conference discusses healthcare diversity

Factors such as someone's age, race, gender and ethnicity can all play a role in their healthcare.

This weekend, Frontier Nursing University students attended a conference, to learn how those factors and other differences between populations may impact a patient's health and treatment. One factor, which may impact patients in Eastern Kentucky is living in rural communities.

"It's like a totally different population than what you see in urban areas," Vaishu Jawahar who attended the conference said. "Even though we think that sometimes urban populations have it bad, the sheer lack of resources that's out here makes being in a rural area that much harder."

Another topic discussed during the conference was caring for those in the Lesbian, Gay, Bisexual and Transgender (LGBT) community.

"As healthcare providers, no matter what your political views are you have to be able to take care of everyone or at least make them feel comfortable enough to seek out your care," said Jawahar.

As part of the discussion on serving the LGBT community, two Frontier Nursing University students talked about their experience treating patients during last year's mass shooting, at Pulse, a Gay nightclub in Orlando, Florida.

Overall, those who attended the conference said taking the time to get to know the patient and their background can make a difference.

"It's so easy for us to get caught up in our way of life, we forget there's very different realities for everyone," Wilvena Bernard, Diversity Pride Program Coordinator, Frontier Nursing University said.

More than 50 students and faculty attended the conference from across the country.

Last month, University officials announced they are moving student activities from the Hyden campus to Versailles by Fall of 2018.

Interested in learning more about Frontier Nursing University? Check out their Employer Profile! Just Click Here.

Unique challenges encompass the delivery of quality healthcare in the entire world as a whole. People of all ages are terminally ill -- with approximately half the American population fighting hypertension, diabetes, cardiovascular diseases, arthritis and mental related illness.

As a Nurse, you are required by the healthcare profession to be sensitive, demonstrate cultural awareness and behavioral competence necessary to ensuring healthcare issues are handled effectively. 

Medical professionals worldwide have voiced sentiments on the importance to further diversify the healthcare workforce. This is mainly because the entire healthcare profession is focused on transitioning to a patient-centered healthcare system in which patients demand more personalized care, high level rapport and open communication. 

Discrimination, stereotyping, prejudice and racism are the most common barriers toward achieving diversity in healthcare for patients and Nurses. There are multiple scenarios when you may show lack of sensitivity without even noticing it, unintentionally offending patients. You should for instance:

• Ask the patient how he or she may wish to be addressed or simply addressing him or her by their last name as a show of respect.
• Inquire of the patient’s knowledge on treatments and health problems.
• Forge the patient’s trust so as to establish a formidable nurse-patient relationship.

Diversity awareness in healthcare is however an active, continuous conscious process through which Nurses recognize the differences and similarities within various cultural groupings. As Nurses, we can only achieve diversity in healthcare by carefully evaluating and appreciating cultural group(s) differences.

How can you properly care for a patient if you don’t understand their personal needs? Communication is key. Making a patient comfortable goes far beyond providing warm blankets. It is about the patient trusting you and knowing you have things in common that show them you understand how they feel and what they need. 

Many healthcare providers are seeing how important diversity and inclusion is to delivering quality patient care. Hospitals are providing language services by hiring a diverse staff, many of whom are bilingual or multilingual. Culturally appropriate care strategies are also key. Religious views may alter the way staff would normally provide care. That means you might assist a patient who needs to move in order to pray or work out special blood testing times to allow the patient to fast. The population is rapidly changing and by 2050, the white population will no longer be the majority.

Recruiting these days is getting more and more difficult, particularly when hiring Nurses. We’re featuring this article because of its creative approach to thinking outside the box. Perhaps it’s time to change your message, how and where you target that message, and maybe even the position requirements.

For this particular company featured in the article, a college degree and sales experience had always been required for its Sales Development Reps (SDR). The author was promoted to Sales Development Manager. He wanted to hire a different type of Sales Rep -- someone with no sales experience or college degree, but was hungry to learn and grow. The Sales Rep job is a tough job and he knew the burnout rate was high.

Once he removed the degree and experience requirements, he found his applicant pool became more diverse. To quote the author “If you have a role at your organization that doesn’t require previous experience, be intentional about your recruiting. Use it as an opportunity to shift the demographic makeup of your company.”

As a Nurse Recruiter, we know you have degree and experience requirements for many of your positions, but perhaps this article will inspire you to make some positive changes to reach your hiring goals. Good luck!  

A few weeks into my first year as Jhana’s Sales Development Manager, a realization hit me.

Because I was a hiring manager recruiting for a role that required no previous experience or college degree, I was in a unique position to drive diversity and inclusion at my company.

Almost every corporate job requires a college degree, and many also require previous experience in a similar role—big hurdles for someone from an underserved community. The Sales Development Rep (a.k.a. SDR), however, is one of the few jobs that allow someone without relevant work experience or a college degree to break into corporate America.

College Degree Not Required

SDRs at Jhana fill an entry-level role. They don’t do cold calling but instead use a series of template-based emails to set up introductory sales calls for our Account Executives. Still, many companies require a college degree for the role, whether they state it explicitly or not.

When I first deleted “Bachelor’s Degree” from the job description, it felt a bit radical. It even felt like I was doing something wrong. But as I examined why I had included it in the first place, I realized I couldn’t think of a single good reason.

It was purely reflexive.

Removing “Bachelor’s degree required” was the first step towards attracting a more diverse and inclusive candidate pool.

Why I prefer SDRs With No Previous Experience

Here’s something that I find interesting: Jhana’s current sales development team is the most productive lead-generation team the company has ever had. However, if our current SDRs had applied for the job two years ago, they would have been rejected.

In the past, we required 1 to 2 years of previous SDR experience to qualify for even a phone screening. Thankfully, we’ve since made dramatic changes to our SDR hiring strategy, which have made recruiting not only faster but much more inclusive.

Soon after I was promoted to Sales Development Manager, I argued that we would actually get better SDRs if we recruited candidates with zero SDR experience. It was not a popular idea at the time. Never before had we hired for any role at Jhana and not asked for previous experience.

But anyone who has done the job knows that SDR work is grueling. It’s tedious. It takes perseverance. If a candidate left a company after being an SDR there, I could pretty much bet that he or she wanted to leave not just that company but the SDR role itself. I hypothesized that having 1 to 2 years of previous SDR experience actually hampered motivation and productivity.

So as Jhana’s first Sales Development Manager, I set out to hire a very different type of SDR. I didn’t want people with previous experience in the job.

Instead, I looked for grit. I looked for candidates who had work or life experiences that showed determination. I also looked—very much intentionally—for candidates who could add to Jhana’s diversity.

In 6 months, SDR productivity (as measured by the volume of cold emails sent, meaning emails sent to prospects with whom you’ve had no previous contact) increased by 100% and the number of discovery calls (introductory sales calls between the prospect and an Account Executive) increased by 60%.

Grab the Opportunity to Drive Diversity and Inclusion

By not requiring previous experience or a college degree, you not only dramatically grow your potential candidate pool, but you open up a huge opportunity from a diversity and inclusion perspective.

Let me put it plainly: If you have a role at your organization that doesn’t require previous experience, be intentional about your recruiting. Use it as an opportunity to shift the demographic makeup of your company.

Now, this doesn’t mean that your job as a hiring manager will get easier. In fact, it will probably get harder.

You’ll have to read more resumes.

You’ll have to do more phone screenings.

You’ll have to ask better interview questions.

You’ll have to become excellent at training new SDRs.

You’ll have to build well-oiled processes so that orientation and onboarding happens quickly.

So why do this?

Because you’ll build a better lead-generation engine.

Because you’ll help build a company that’s more diverse.

Because it’s the right thing to do.

As a hiring manager, you are entrusted with the rare opportunity to give jobs. Why not be intentional about how you use that responsibility? Why not think differently about how and who you recruit? Why not try to create social change, one hire at a time?

We can help with your hiring needs! 

Chief Diversity Officers can make a hospital a more welcoming place for employees and the patient's they serve. It takes many steps for a CDO to make that possible. Continue reading to learn more about how CDO's can help your healthcare organization. 

Workplace harassment complaints. Recruiting a diverse workforce. Cultural competency training. These are matters that traditionally fall under HR, but healthcare organizations are increasingly relying on professionals with specialized skills to work on these sensitive and important issues.

Enter the chief diversity officer, or CDO.

As the country grows not only more ethnically diverse but more diverse in personal beliefs, regional origin and identification, and disability status, the demand for leaders who specialize in creating dialogues between people with differences will increase, says Oliver B. Tomlin, III, senior partner at search firm Witt/Kieffer and founding member of National Association of Diversity Officers in Higher Education. He has assisted with several CDO searches.

Below are several functions a CDO might play to make a hospital a more welcoming place both to workers and the community they serve:

1. Make Sure Everyone is Heard

Many of us can remember attending a party or other event where we didn't fit in, possibly because of differences between ourselves and others.

A CDO specializes in being the person who makes sure workers don't have to feel uncomfortable about what makes them unique, and that they can bring their "whole selves" to work, says Deborah L. Plummer, PhD, vice chancellor and chief diversity officer at University of Massachusetts Medical School and UMass Memorial Healthcare.

"If everyone feels they can bring their whole self to work and they feel like differences are respected, it can make the workplace richer and stronger," Plummer says.

"Then, we are able to come together and work in diverse teams, and are able to solve challenges with our collective wisdom."

2. Teach Awareness

What's the next step that will lead toward improved patient satisfaction and both clinician and worker retention? Teaching the workforce to be sensitive to and accepting of the differences that are inherent to a diverse organization or in a diverse community.   

Sometimes it's not always easy to gain the trust of people when there are differences involved, especially in light of healthcare disparities members of minority groups often experience, says Tomlin, but educating a workforce can help.

Plummer suggests offering regular inclusion events, hosting employee and community research groups, and familiarizing hospital leadership with hot topics in the workforce and within the community.

She also suggests that CDOs organize training sessions around current topics, such as:

• LGBT-related issues
• Sexual harassment
• Building an inclusive workforce
• Cultural competency education

3. Devise and Implement Inclusion Strategies

Diversity and inclusion aren't easy topics to tackle, says Plummer. "There has to be someone who gets up every morning thinking about the complexity of these differences."

A CDO can fit that bill.

Plummer makes it clear that she believes HR is "necessary and great function. [It keeps] the trains running." But appointing a leader to specialize in diversity makes sense.

"I can say that the space of diversity is more about people strategy and management, while HR is about the employee, and their employment relationship to the organization," she says.

A CDO will be able to prioritize diversity matters above all else; these hot topics will have their full attention. Far from being just another C-suiter, the CDO has potential to be a mediator, a teacher, an outreach coordinator, and someone who helps make your hospital a more comfortable place for everyone.

If you have any questions about Chief Diversity Officers, Diversity and Inclusion, or just a general question, please ask one of our Nurse Leaders by clicking below!