Improving Employee Retention At Tuality

In this discussion, a Hispanic or Latino group is considered. While the statistic is not available for the city of Cleveland, in Ohio this group represents a 3.7% of the total population as of July 1, 2016 (USCB, 2018). The Hispanic/Latino group represents people from Cuba, Latin America, Mexico, Puerto Rico, Caribbean and other Spanish cultures, regardless of race (Juckett, 2013). While a treatment plan in hospitals is the same for all the patients, the perception varies in different ethnic groups or races. Thus, a health care provider need to be aware of Hispanic/Latino cultural beliefs and implement this knowledge into a daily routine.

One of the major groups of people who can make this happen is the hospital staff. They have been accustomed to “going with the flow” and not necessarily informing its’ patients on upcoming dilemmas or situations that can be preventable within their facility. With the nonwhite population of the United States steadily growing increasing the number of physicians who are of various ethnicities could potentially decrease some disparities. Physicians who are nonwhite provide a “disproportionate share of care to underserved populations” ((Marrast, Zallman, Woolhandler, Bor, & McCormick, 2014). With more physicians of color providing care to people of the same ethnicity a level of trust should be reached thus improving patients care practices at home.

Healthcare is in a constant state of change with movements that impact rates, access and quality of care. Hospitals have become more competitive due to the rising cost of care delivery and the reduction in reimbursement from payers. This causes difficulty in delivering quality care to all patients, which is being measured by mandated patient perception surveys, Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS). HCAHPS scores are part of value

In addition, MONAHRQ has established partnerships with different organizations to provide customers with a system that has integrated the highest-quality of care in which ensures communities their required needs. The mission, vision, and values have a big role on hospitals working together with all of their patients to identify the health and well-being of every customer. Washington State hospitals and hospital systems have also mainly focused on their customer evaluation and satisfaction values by respecting patients and their care, which helps them sustain a healthy and safe environment in a community that identifies with every individual patient.

Healthcare diversities among healthcare professionals have been a challenge within the healthcare system. There are various publications that state that the underrepresented minorities have a higher chance of not graduating medical school, accruing high student loans, and ultimately were unsatisfied with their jobs (Pololi et al., 2013). This is not only disturbing, but this represents the individuals who are or will be servicing the public on a daily basis. As the population increases, racial differences increase, so to combat these disparities cultural competencies have to come into play within the health-professions workforce. For instance, although African Americans constitute to 13% of the population, in the physician workforce they only account for 4%, also women who are part of the workforce outweigh the amount of men by at least 4%, respectively (U.S. Census Bureau, 2014). Coincidentally, whites make up to 49% (both men and women) of the total U.S. MD active physicians based on the labor workforce statistics of 2013.

Chern’s talent philosophy involves the retention and development of their employees. In a recent analysis of the turnover data, the executives learned that a disproportionate number of good sales associates had left the organization. These sales associates could have been potentially strong candidates for the department manager and assistant department manager positions. Chern’s uses supervisor recommendations and structured interviews to promote about 75 percent of their sales associates to department managers and assistant department managers. In the exit interviews the sales associates indicated that they were leaving because they didn’t feel there was the potential of reaching the managerial positions they wanted. This indicates that Chern’s efforts to communicate promotional opportunities and succession planning intentions to high-potential sales associates is not sufficient. Chern’s needs to improve their internal promotion practices to ensure high-potential sales associates are developed and retained or the managerial positions.

Minority care quality in California is rapidly declining because of the shortage of minority physicians in practice. One might wonder why such a problem exists, but differences in cultural and ethnic identities between doctors and patients alter the quality of care because of preexisting stereotypes, health disparities, and linguistic gaps. Minorities in California consist of those other than non-Hispanic whites, and with their growing presence, they are becoming further underrepresented in the medical field. The foundation of this problem is the declining number of minority students attending medical school and the lack of diversity in medical school faculty. With a greater ethnic diversity in the medical field, comes a better quality of

Heritage Valley Medical Center has been known for it’s stellar reputation of providing excellent care to residents of the surrounding community. In recent years, it has had a changing demographic, and occupancy rates have decreased to 40%. This is due to the relocation of more affluent private-pay patients from the city to the suburbs. The center has developed alliances to increase Medicare referrals and indigent patients, with the hope of increasing additional Medicaid revenue. Although the minority population has increased from 10% to 40%, the staff demographics did not change. There is still a disproportionately low number of minorities employed by the facility, and an even lower number of minorities in management

The facility that I work for has seen a shift in demographics since the erection of this new building and the leaders have identified the challenges this shift have created. They have recognized that for them to achieve the hallmarks of quality of care as illustrated by the IOM they would have to ensure that the standards of culturally competent care are tailored to meet the needs of their new population and it cannot be done haphazardly. Goode (2004) stated that there is no easy solution to achieve cultural competence, it requires careful assessment, setting of specific goals and planning for meaningful growth. Nurse leaders are faced with challenges since the population served by this organization is diverse and consists predominantly of minorities who are more vulnerable to health, employment, and gender disparities. There are large amounts of Africans, Hispanics/Latinos, and Asians; moderate amount of Caucasians and very few Chinese and Vietnamese in our community. In comparison the staff consists of mainly Filipino, moderate Caucasians and few blacks, Hispanics/Latinos, and Asians. In 2008, the U.S.

The Demographics of the United States are rapidly changing, with recent years showing a surge in various minority populations. According to the U.S. Census Bureau in 2001, the White population grew by only 9% while the African American population increased by 28%, the Native American population by 55%, the Hispanic population by 122%, and the Asian population by an astounding 190%. While this seemingly benevolent trend of minority growth appears innocuous to the realm of healthcare, further inspection suggests otherwise. In general, research gathered over the last half century suggests that minorities receive worse quality of care in the United States healthcare system when compared to their Caucasian counterparts. For

Maintaining an organization with industry-leading levels of diversity and inclusion is critical to fulfilling our mission, sustaining our business objectives, and providing the highest quality, affordable, and culturally competent care to our members and patients and the communities we serve.” ("Kaiser Permanente",

The purpose of this paper is to share research information of health care organizations who are experiencing issues with Cultural Diversity. The information shared will help to support health care systems as they continuously work towards reducing health care disparities. While they continue their efforts to decrease diversity in health care governance and leadership. According to recent studies, the Institute for Diversity in Health Management, an affiliate of the American Hospital Association, found that there is about 81 percent of hospitals educated. Studies also found that all

In the last twenty years, the rising number of disparities in health and healthcare has increased simultaneously with the influx of minorities within the population (Baldwin, 2003) A4. As the size of an ethnically diverse population steadily continues to increase, so will the level of complexities of patients’ health needs, which nurses and other healthcare staff will be expected to address (Black, 2008) A1. The issue of racial, ethnic and health disparities for minorities exists for several complex reasons, however, even with this being widely known, very little action has been taken to try and correct it (Baldwin, 2003) A4. Research findings suggest that without actively implementing cultural diversity within the healthcare workforce, quality in healthcare will decline while health disparities continue to rise (Lowe & Archibald, 2009) A3. So although the shortage of nursing staff should be a high-priority for change in the U.S., the need for more registered nurses with racially

It has not been easy for Baylor Scott & White Healthcare to travel this journey, as it had to align its policies to the national health care priorities and embrace a slogan STEEP to provide quality healthcare to its clients. The organization bears a high quality strategy that is well spelt out in its vision and mission. The organization has worked to ensure that all the stakeholders make quality healthcare a priority. In other words, the organization has worked hard to link performance management incentives to clinical indicators and in the end create a multidisciplinary healthcare improvement operations team that can function across all

Research indicates that employers can increase employee retention, increase employee productivity, and reduce employee healthcare costs by implementing a workplace wellness program.