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Copy of Diversity
Transcript of Copy of Diversity
Our beliefs About Diversity
Workforce - Who We Are?
Diverse Teammates Represention
Shifting Demographic Trends enhances
The Median Age of populations of color
critical thinking and
is More than 10 years younger than the majority population and compromises greater proportion of the young , healthy segment of our communities
Prepares us to be a national leader in transforming healthcare delivery
The Diversity Agenda
Creativity and Problem solving
Wider Talent Pool
Market share and creates a satisfied diverse customer base
this is the generation that has experienced the most economic uncertainty in their lives, coupled with limited opportunities for educational attainment. Often with military backgrounds, persons in this category tend to be more self-disciplined, respectful of authority, and appreciative of the security offered by long-term employment. It’s not unusual for mature workers to only have one or two employers throughout their work lives.
Traditional->Members tend to sacrifice, make do, follow the rules and think of others before themselves.
Baby Boomers-> were taught to change the world through working and playing well with others.
Generation X members-> tend to be skeptical, questioning and self-reliant. They're results-driven and realistic.
The Generation Y -> is achievement and service-oriented. these qualities are so diverse, they can be used to educate all age groups
Diversity & Inclusion Community
Disparities & Inequalities
Accommodate personal employee needs. Different generations of employees will be in different stages of life and may require that employers offer some scheduling flexibility to manage their personal time. But maintain parity so other employees don’t feel alienated. Boomers who are thinking of retirement, for example, may want to cut the number of hours they work in exchange for reduced pay. Gen Xers who need to leave work early to attend a parent/teacher function can agree to make up lost time at another date. Support Millennials who may want to pursue another degree part time and extend the same educational opportunities to other employees.
Each age group offers insights and knowledge to work room experiences and each have their own expertise that should not go unnoticed by employers. Effectively and when managed correctly, these fit into an ideal work places and make for a better work environment. However, for this to be true there must be good managers who work closely with their groups to ensure that all are treated fairly and are listened to. Not every employee will have the resourcefulness to extract the full benefit of both older and younger employees. The young could grate on the nerves of the older worker, or the younger one could become rude and disrespectful of the older worker. Good managers who understand the value of both young and energetic workers and older and more controlled employees are capable of keeping tempers and attitudes under control.
young workers can bring enthusiasm, fresh thinking and a freedom from old ideas and therefore innovation to the workplace. Older workers bring maturity, life experience, calmness, knowledge about life and situations, good communication skills, and they are used to punctuality and good work habits.
Our Diversity Legacy
Learning & Development
The entire workforce comprises Carolinas HealthCare System community and assists in the core development and implementation of key diversity initiatives
Take risks to prove their manhood
Be in control and appear unemotional
males tend to be more aggressive, they often try to crowd out alternative perspective instead of simply listening.
Social integration at work can only be influenced to a small degree. The formation of cliques and exclusive social groups is a natural process that can be impossible to control at times. Because of this, companies can experience informal divisions in their staff, creating a situation where culturally diverse employees avoid exposure to each other during break times and after work. Although there is nothing fundamentally wrong with this scenario, it can hinder the effectiveness of sharing knowledge, skills and experience, thus curbing productivity growth and the effectiveness of teams.
Many organizations are placing primary emphasis on people who fit their cultures when hiring. The reasoning is that if the people have the “right” attitude, they will more than likely understand and adapt to the goals and expectations of the organization. The necessary skills can be taught. That is a lot easier than hiring people with the right skills but wrong attitude probably cannot be changed. Many organizations have determined what it takes to succeed in their companies.
Individuals from minority groups face challenges everyday dealing with prejudice, discrimination, and stereotyping. Prejudice is defined as an adverse opinion or judgment formed beforehand or without full knowledge or complete examination of the facts; a preconceived idea or bias
require more interaction
between diverse cultures, beliefs and backgrounds
Our customers come from all around the world
Homogeneous groups often outperform culturally diverse groups, especially where there is a serious communication problem. Heterogeneous work teams often under-perform homogeneous teams because they do not allow each member to make a special contribution to the work effort.
First, there is an increase in the cost of training. This increase comes from costs associated with seminars, programs and lectures given to promote diversity in the corporation. These types of training are given to all levels of staff within the organization (Outtz, James L, 2004). They teach employees how to accept the personalities and ideas or thoughts of others. These programs also teach one how to deal with conflicts and prejudice in a professional and civil manner.
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Llopis, Glenn. "4 Skills That Give Women a Sustainable Advantage Over Men." Forbes. Forbes Magazine, 22 Aug. 2011. Web. 12 Feb. 2013.
"Managing Age Groups in the Workplace: Dealing with Generational Differences in Communication." Managing Age Groups in the Workplace: Dealing with Generational Differences in Communication. N.p., 15 Oct. 2009. Web. 12 Feb. 2013.
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Marketplace - Demographic Shift
At Carolinas HealthCare System, diversity is a key organizational driver to achieve our mission and Vision. Our networks of care strive to integrate inclusion into core fabric of our business operations on the following beliefs:
Dramatic epidemiological variations exist across racial and ethnic groups
Knowledge of these differences enhances our opportunities
Deliver higher quality care
Implement primary prevention programs
Design more cost-effective interventions
HealthCare Delivery systems to assess strategies to remain competitive
Over 60,000 Teammates
White - 66%
Black - 22%
Gen Xers- 56%
Boomers - 34%
Gen Y - & Over 65 - 10%
75% of the workforce is
employed full time
63% of the workforce is clinical
Provide culturally and linguistically competent care to improve the health status of our increasingly diverse patient population
Enhance the diversity and cultural competency skill-set of our teammates
Enrich the health status of the those who live and work in the communities we serve
Grow our patient population through effective market segmentation strategies that target the fastest- growing segments of the region.
The four pillars of the Diversity Agenda serves as the framework through which diversity initiatives are developed and implemented throughout
Carolinas HealthCare System
Culturally Competent Care
Improved cultural competence is a strategy that improves access, quality and the patient experience. The strategy aligns with our commitment to patients first
Health Beliefs and Practices
Clinical discretion is at the center of all patient interactions. Decisions & outcomes are subject to influence from many fronts.
Culturally Competent Care – Health Outcomes
Addressing Expectations & Needs of each generation in the workplace
The business impact of change
Development of knowledge, skills, and awareness
Care & Delivery
Addressing healthcare disparities
Culture of Inclusion & Engagement
Ongoing measurement & Evaluation
Attract, Engage, Retain a Diverse workforce
Performance & Talent Management
Managing Diverse Teams
How Diversity impacts work
Creating a Culturally Inclusive Environment of Inclusion
The Changing Face of America
How the demographic breakdown of the U.S. has changed
us in the paper
Marketplace / Growth
in a clinic or hospital
Seeing our advertising
becoming a patient
Regardless Of Intent, Carolinas HealthCare System’s Diversity messaging is the entire experience people have with
Diversity & Inclusion Community
HR Compliance and
& Enterprise Groups
Regional & Facility
HR Innovation D&I
Interpreter and Language
Different Social Classes
One Patient at a time
first female president
Physician Advisory Committee
Carolinas HealthCare System
Louisa D. Littleton
first female resident physician Carolinas Medical Center
appointed physician to
Carolinas Medical Center
Health Care Access
Behavioral Risk Factors
In 1960, 75% of the population was Caucasian
In 2010, only 60% were Caucasian and 40% were people of color