Healthcare diversity

Student’s name

Affiliation

Course

Date

Q1.

Diverse work place is referred to as a connection of prospective different points of view such as; creativity; vitality and unique scope that have variety and complexity from different genders; age; lifestyle and cultural background to bring about positive change with top leadership support. Capitalizing the mixture of gender, age and cultural background responds to creative and extra rapid workforce in different workplace. Developing a diverse workplace and promoting multi-cultural competency in the staff, healthcare managers should link diversity to management to explore ways of looking new markets and increasing profits partnering with clients more strategically. They should create diversity evident at all organizational levels ensuring that there is future for the staff members.

Expanding the demography and managing a multi generational workforce at large; health care managers mentoring and training their recruiters to understand the artificial barriers and components while interviewing the employees and focusing on what they know and not who they know; creating programs that address work schedules; child and elder care resources and referrals keeps valuable employees therefore retaining diversity. Managers should train staff to move beyond their own recognition of referral reference emphasizing the significance of diverse ideas. In addition they should measure impacts of diversity initiatives at organizations by conducting regular organizational assessments on issues such as; management and promotional opportunities; payments and environmental work to assess comprehensive managerial progress for developing an environment that works for all employees.

Q2.

Professionals in health care should be qualified especially when the expectations from the community is very high. Health care professional should appreciate the health care environment as well as the employee’s needs. The professionals should get used to the same individual health care organization’s desires and goal. They should provide supervision in their programs and meet the overall mission and vision of health care organizations which includes the proposal; innovators; strategic thinking; working in good faith and trustworthy; being good leaders; relating well with the employees and having good communication skills. Professionals are always known to be individuals who are organized, self driven and knowledgeable.

Steps taken should bring about changes either in strategy; initiative; implementation or integration. All resources should be well utilized to bring about change if need be. Assessment should be done to bring about competence. It’s very easy to know the skilled and non skilled, the professionals and non professionals, the experienced and none experienced. In health care field only experts are needed and the educated. Health care professional should obtain license after meeting the requirements. Experts in training and development should be able to find work settings that suit the skills and strength that one holds. Human resource looks at retention and development of the staffs; their benefits and compensation in that way will be creating a motivating work environment.

Career development is very interesting and would take it for personal challenge and continuous self improvement. In addition it will also be necessary for information and be able to compete in the competitive marketplace and improve career advancement. This kind of career path can increase self-confidence in ability to do job by increase of skills; knowledge and professional growth in order to meet the employer’s requirements.

Reference

Fried, B. (2008). Human Resources in Healthcare Managing for Success (3rd Ed.). Chicago: Health

Administration Press;

McKinney, M. A. (2007). Healthcare Diversity: Addressing Professional and Societal Needs. Baltimore:

Publish America.

Alexander, C. A. (1987). Multidisciplinary Team Delivery of Primary Health Services in Veterans

Administration Healthcare Facility

Hahn, C. A. (1996). A Validation Analysis of the American College of Healthcare Executives’ CHE

Credential.