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Diversity and Inclusion in the Workplace (Healthcare), Part 2
V o l u m e 1 3 │I s s u e 3 │F a l l / W i n t e r 2 0 2 2
Pam Lindsey, MSN, RN - Magnet Program Director & Monica Coles, DNP, APRN, MEDSURG - BC, ACNS-BC, CDP - Gerontology Clinical Nurse Specialist
Organizations must ensure benefits and opportunities that exist, be offered to all their employees. No one should be left behind or excluded due to differences, whatever they may be.
Promoting ideas of social justice, equal rights, and fairness across the organization and for all employees is one way to accomplish this. All concepts and measures relating to inclusivity must be actively sponsored and encouraged. All forms of discrimination, racism, and exclusivity must be removed for the benefit of the organization and the employees. One way to promote social justice, equal rights, and opportunities is to promote inclusivity in all its forms and aspects. But what is inclusivity, and how can it promote social justice and equal rights and opportunities for all? What are the benefits, if ever, if society practices and promotes it? Finally, what aspects of society are in dire need of inclusivity? There are two types of inclusion: regular or partial inclusion and the other is full inclusion. This metaphor explains the subgroups: Inclusion is like Pregnancy: you either are or are not. There is no such thing as partially pregnant, so one cannot be partially inclusive. Promoting inclusivity is easier in theory than in practice, for biases abound against the marginalized, minorities, women, and people of different genders and mental and physical disabilities. They have been victims of the patriarchal society, majority, the powerful, and the dominant classes throughout history. Think about the idea of inclusive design, whether we are talking about preplanned communities, products, applications, or even fashion, we must think of others, namely, those who are frequently ignored, and not considered. Some clothing designs have a tag that designate ‘one size fits all’ meaning it can be worn by anybody without regard to their body habits. Tools and other devices should be available for use, user friendly and operable by anyone1 . Designs must also cater to specific needs, sensibilities, desires, and specific values. Designs for urban planning and buildings, for instance, must consider the needs of everyone. Specific examples are pathways designed for the elderly and persons with disabilities and comfort rooms tailored explicitly for those belonging to different genders1 . But let us belabor what should be obvious. In planning for inclusive design, the contributions of those who belong to protected classes, minorities, and the like must be solicited. In designing clothing, for instance, the opinions of the minorities could be solicited to account for their sensibilities. Opinions of women and those of different genders must also be considered and given weight, especially if designing for them. This is the deciding factor in what creates awareness of differences and makes people cognizant of the existence3 .
ARTICLES/NOTIFICATIONS
Pam Lindsey, MSN, RN; Monica Coles, DNP, APRN, MEDSURG-BC, ACNS-BC, CDP
5 Pre-procedure Preparation for Gastrostomy Tube Placement
Cindy Ward, DNP, RN-BC, CMSRN, ACNS-BC
7 Fingernail Polish and Infection Control
Amy Lucas, MSN, RN, CCNS, CCRN-K
10 Vaping - Is It Safer Than Smoking?
Donna Bond, DNP, RN, CCNS, AE-C, CTTS, FCNS
RECOGNITION/EVENTS
13 Carilion Foundation - Nursing Scholarship Awarded 14 Recognitions 20 Carilion Nursing Editorial Board Information 21 Conference Corner 22 SHINE Awards 25 Virtual Journal Club Information 26 Citations and Recognitions 27 Carilion Nursing Research Classes - 2023 Schedule 28 See Where Our Nurses Have Presented Their Work 29 External Conference Information
Carilion Nursing Research Editorial Board: Chris Fish-Huson, PhD, RN, CNE - Editor-in-Chief
Reviewers
Nancy Altice, DNP, RN, CCNS, ACNS-BC Desiree Beasley, MSN, RN, CCNS, CCRN-K Sarah Browning, DNP, RN-BC Charles Bullins, DNP, RN, AGACNP-BC Sarah Dooley, MPH, BSN, RN Cindy W. Hodges, MSN, RN-BC, FCN James Ingrassia, MSN, RN Pam Lindsey, MSN, RN Laura Reiter, DNP, RN, CCRN, CNRN Cindy Ward, DNP, RN-BC, CMSRN, ACNS-BC
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This submission is meant to build on the previous article wherein inclusion was noted to be instrumental in the representation of how well an organization establishes a culture that demonstrates respect for every member of the workforce. It promotes a welcoming atmosphere, motivates employees to perform at their highest level and fosters an inclusive work environment that empowers people to be their authentic selves6 . An inclusive workplace is defined as a work environment that makes every employee feel valued while also acknowledging their differences and how these differences contribute to the organization’s culture and business outcomes. An inclusive workplace is characterized by affirmative action, wherein any impact of bias, discrimination, or unequal opportunity is negated2 . An inclusive workforce: celebrates diversity, weaves it into the organizational fabric, and does not pretend that the playing field is level or that all enjoy equal footing. They instead acknowledge differences and systemic differentiation and take responsibility for ensuring equal opportunity for all. Many organizations lose momentum by not ensuring employees feel included.
An inclusive workforce is one where everyone receives the same treatment. In 2019, a survey found that three in five U.S. employees had experienced or witnessed discrimination based on age, race, gender, or sexual identity at work2. Other studies conducted in 2018 found that companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their industry medians5. And those with gender diversity are 21% more likely to have better returns5. In addition, organizations who are more diverse and inclusive can experience stronger business performance across several areas, including: creativity, productivity, employee retention, skills, and cultural insights5 . Building a culturally diverse and inclusive workforce is not just the right thing to do, it’s good for business; it gives the organization a positive review, brings a wealth of different perspectives to the table, and encourages growth within6. Awareness of the business case for inclusion and diversity is on the rise6. While social justice typically is the initial impetus behind these efforts, organizations have increasingly begun to regard inclusion and diversity as a source of competitive advantage, and specifically as a key enabler of growth6. Yet progress on diversification initiatives has been slow, and organizations are still uncertain about how they can most effectively use diversity and inclusion to support their growth and value-creation goals6 . Inclusion is a concept. There are eight building blocks that make up the foundation of inclusion and can be used individually or organizationally1: 1. Employees share opinions openly with others when they feel like they have a voice. 2. Feeling like one is part of an environment that knows and values them, provides a sense of belonging. 3. A company that cares about an individual’s strength and experiences makes them feel unique among their peers. 4. Employees that feel heard and appreciated have a greater sense of value and satisfaction. 5. Giving employees access to learning and development opportunities demonstrates caring about their ideas, aspirations, and growth. 6. Break down silos by encouraging a collaborative environment regardless of role or department
7. Support from managers, diversity, or affinity groups gives employees access to resources that help them understand their organization’s commitment to their wellbeing and growth. 8. Explaining why an inclusive workplace is important helps leaders, managers, and employees align strategically. Organizational leaders must be the prime movers of inclusivity and set an example. By actively promoting inclusivity through words and deeds, they can take the lead4 . These are only some areas where an organization can advance the cause of inclusivity. It is not exhaustive and as much as possible, inclusivity must be promoted everywhere to ensure that discrimination and exclusion become outdated1 . The zest for greater inclusivity within our organization is only part of the overall fight for social justice, equal rights, and opportunities for all of us. It does not mean, though, that it is far less significant. If ever, victory in the fight for inclusivity will indicate whether the organization will have more successes or more setbacks in the fight for equality. What is next for our organization?
Remember: Inviting someone to the dance is diversity, asking them to dance is inclusion! References
1. (2017). Inclusion Research POV. Limeade. Retrieved November 1, 2022, from https:// www.limeade.com/wp-content/uploads/2021/06/Inclusion-POV.pdf 2. (2019). Increasing Investment in Diversity & Inclusion: Evidence from the Growing Job Market.
Glassdoor. Retrieved November 1, 2022, from https://www.glassdoor.com/research/. 3. Bersin by Deloitte. (2017). High-impact diversity and inclusion: Maturity model and top findings. 4. Bourke, J. Garr, S., van Berkel, A., & Wong, J. (2017). Diversity and inclusion: The reality gap.
Retrieved November 1, 2022 from Center for Talent Innovation website: https:// www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/diversity-and-inclusion-atthe-workplace.html 5. Hunt, V., Yee, L., Prince, S., & Dixon-Fyle, S. (2018). Delivering through diversity. Retrieved
November 1, 2022 from McKinsey & Company website https://www.mckinsey.com/businessfunctions/ organization/our-insights/delivering-through-diversity 6. Sherbin, L., & Rashid, R. (2017). Diversity doesn’t stick without inclusion. Harvard Business
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