1 Executive Vice President for Medical Affairs Senior Staff Meeting February 6, 2001 D i v e r s i t y

2 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.

3 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 HS Strategic Initiative for Diversity

4 Demographic Profile Strengths: –We for the most part represent the population of the communities we serve Challenges: –Dispersion of ethnic diversity across job families

5

6 A Comparison of the Workforce with Census Figures

7 A comparison of the workforce by race for Health System 1995

8 A comparison of the workforce by race for Health System 2000

9 Comparison of the workforce by race and job family for UHS.

10 In the P&A job family non-whites are less likely to stay.

11 Current Status UMHHC

12 Current Status UMHHC

13 Current Status UMHHC

14 Focus the Light of Diversity Retreat April, Current Status UMHHC 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

15 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.

16 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

17 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

18 Current Status - M-Care (cont.) Participated in December 2000 Health System Employee Opinion Survey Work to implement additional initiatives in progress

19 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

20 Options for Strategic Initiatives Invest in supervisory development Improve employee problem solving Implement strategic mentoring

21 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

22 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 organization’s culture Development of the supervisory staff results in business gains on a personal and professional basis

23 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

24 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

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

26 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

27 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

28 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

29 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

30 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 organization’s ability to successfully recruit staff Increases the organization’s ability to retain the talent pool Facilitates interdepartmental collaboration and enhances organizational performance

31 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.

32 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 –N=1196 The program is only as successful as the organization’s willingness to embrace it.

33 APPENDIX

I A comparison of the workforce by race for Health System

II A comparison of the workforce by race for Health System

III A comparison of the workforce by race for Health System

IV A comparison of the workforce by race for Health System

V

VI A comparison of the workforce by race for Health System

VII A comparison of the workforce by race for Health System

VIII A comparison of the workforce by race for HHC

IX A comparison of the workforce by race for MCare

X A comparison of the workforce by race for Med School