Executive Vice President for

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D i v e r s i t y

• Executive Vice President for
• Medical Affairs
• Senior Staff Meeting
• February 6, 2001

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Vision for Diversity

• The University of Michigan Medical Center will
  achieve and sustain an environment which
  recognizes, respects, fosters and fully maximizes
  the strengths and differences among its employees
  to be the employer and of provider of choice.

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Agenda

• Presentation Team Cathy Frank, Joe Katulic,
  Shelley Morrison, Leslie Stambaugh, Laurita
  Thomas
• Purpose To share status of Health System
  Diversity Initiatives for staffing and determine
  a priority for future direction

• Present Demographic Profile Strengths and
  Challenges
• Summarize Status of Recent Initiatives
• Outline Three Options for Future Focus
• Mentoring
• Problem-solving Strategies
• Supervisory Skill Development
• Select 2001-02 HS Strategic Initiative for
  Diversity

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Demographic Profile

• Strengths
• We for the most part represent the population of
  the communities we serve
• Challenges
• Dispersion of ethnic diversity across job families

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(No Transcript)
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A Comparison of the Workforce with Census Figures
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A comparison of the workforce by race for Health
System 1995
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A comparison of the workforce by race for Health
System 2000
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Comparison of the workforce by race and job
family for UHS.
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In the PA job family non-whites are less likely
to stay.
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Current Status UMHHC
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Current Status UMHHC
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Current Status UMHHC
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Current Status UMHHC
Focus the Light of Diversity Retreat April, 1998.

• Leadership is needed at all levels
• Identify institutional champions
• Develop concept of unit liaisons
• Need for diversity coordination
• Education is key
• build supervisory skills
• support mentoring
• increase staff awareness

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Hospitals and Health Centers Institutional
Objectives FY 2001

• Goal
• Improve customer satisfaction in all groups.
• Strategy
• Improve relationships, respect, and
  understanding of employees between different
  subgroups or employee population, around issues
  of diversity and differences.

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Current Status - Medical School

• Past Efforts
• More Recent Efforts
• Diversity and Career Development Committees
  Established
• Staff Opinion Surveys and Focus Groups
• Corrective Measures Proposed and Approved

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Current Status - M-Care

• M-Care is in the beginning stages of program
  development and implementation
• Diversity leadership training workshop late
  1999
• Action Steps
• Developing supervisory training program
• Conducting analysis of turnover data and
  departmental profiles
• Conducting exit interviews
• Establishing a diversity council

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Current Status - M-Care (cont.)

• Participated in December 2000 Health System
  Employee Opinion Survey
• Work to implement additional initiatives in
  progress

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Issues that Remain

• Perception of unfair and/or discriminatory
  behavior
• Frustration related to promotions, pay rates,
  career development
• Higher turnover rates for minority personnel
• Scarcity of minorities in higher-level positions
• Belief that problems are not addressed effectively

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Options for Strategic Initiatives

• Invest in supervisory development
• Improve employee problem solving
• Implement strategic mentoring

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Criteria for Selection

• Number of people positively impacted over short
  term
• Potential to save time/money and/or improve
  performance
• Demonstrates significant responsiveness to
  diversity
• Significant contribution to UMHS culture and
  ability to achieve its mission
• Leadership commitment to the strategy
• Feasibility
• Impact on issues

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Invest in Supervisory Training and Development

• Rationale
• Strengths or competencies which comprise a good
  supervisory development program contribute
  significantly to a successful diversity effort
  and to building and transitioning an
  organizations culture
• Development of the supervisory staff results in
  business gains on a personal and
  professional basis

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Invest in Supervisory Training and Development

• Program Goals Improved skills and abilities in
• Relationship building
• Strategic Communication
• Leadership
• Teamwork
• Influencing others
• Business Knowledge
• Customer Service
• Analytical Ability
• Change Management
• Employee Recognition/Retention
• Organizational savvy
• Diversity

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Invest in Supervisory Training and Development

• Outcomes
• Staff Development
• Staff Satisfaction
• Leadership Development
• Creation of a workplace better adapted to
  recruiting and retaining a diverse workforce
• Enhanced Organizational Performance

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Improve Employee Problem Solving
Percentage of employees who strongly agree that
they are satisfied with how their workplace
concerns are addressed.
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Improve Employee Problem Solving

• Improve Grievance Process
• offer ADR pre-3rd step grievance
• implement peer review process for non-bargained
  for staff.
• Support use of interest-based problem solving
  (IBPS) in resolving departmental and
  interdepartmental issues.
• Build and develop leadership competency
• Facilitate complex issues w/ internal mediators
• Integrate IBPS into change initiatives

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Improve Employee Problem Solving

• Enhance employee communication skill and
  self-awareness of conflict resolution style.
• Evaluate training options for staff
• Difficult Conversations, Stone, Patton, Heen,
  Harvard Negotiation Project.
• Resolving Conflict in a Diverse Workplace, Sybil
  Evans.
• Others

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Improve Employee Problem Solving

• Anticipated Outcomes
• Improved employee perception of fairness of
  grievance process
• Reduction in number of non-bargained-for 3rd step
  grievances
• Increased employee satisfaction per EOS
• OCI data reflects increase in constructive styles
• Reduction in litigation against employer

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Implement an Institutional Mentoring Program

• What is mentoring?
• It is a process of guiding teaching others
  based on a strategic intent or long-term business
  and academic goals and objectives.
• Survey responses to the question of whether
  supervisors know how to mentor staff development
• 60 Do Not Agree

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Advantages of Implementing a Mentoring Program

• Expected Outcomes
• Creates staff development opportunities
• Identifies leaders within the organization and
  creates opportunities for them to share knowledge
  and experiences
• Increases staff satisfaction
• Increases the organizations ability to
  successfully recruit staff
• Increases the organizations ability to retain
  the talent pool
• Facilitates interdepartmental collaboration and
  enhances organizational performance

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How do we implement a successful mentoring
program?

• The Chrysalis Process
• Refine the strategic intent or business reason
  for developing the program
• Determine expected outcomes and measurement
  criteria
• Publisize the program and identify champions.
• Select mentors and mentees
• Conduct education and orientation programs
• Link mentors and mentees
• Monitor the progress of the mentees and the
  impact of the overall program.

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How committed are we, as an organization, to
diversity?

• Responses to 1999 Medical School staff survey
  diversity question regarding staff belief that
  personnel decisions (hiring promotions, etc.) in
  (their) department reflect a commitment to
  diversity indicated
• 9 Strongly agreed
• 31 Agreed
• N1196
• The program is only as successful as the
  organizations willingness to embrace it.

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APPENDIX
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A comparison of the workforce by race for Health
System
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A comparison of the workforce by race for Health
System
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A comparison of the workforce by race for Health
System
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A comparison of the workforce by race for Health
System
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A comparison of the workforce by race for Health
System
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A comparison of the workforce by race for Health
System
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A comparison of the workforce by race for Health
System
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A comparison of the workforce by race for HHC
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A comparison of the workforce by race for MCare
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A comparison of the workforce by race for Med
School