How can you effectively communicate the importance of diversity and inclusion to healthcare staff?

As a healthcare executive, I am convinced that diversity and inclusion are not only moral imperatives. To begin with, the diversity of our team matches the diversity of our patient population. We improve our ability to recognize and satisfy the individual requirements of each patient by cultivating a workforce that is as diverse as the community we serve. This comprehension leads to more tailored care, increased patient engagement, and, ultimately, better health outcomes. Second, variety promotes invention. When we bring people from various origins, cultures, and viewpoints together, we create a fertile environment for innovative solutions and ideas. This is critical in a field as dynamic and ever-changing as healthcare.

Diversity isn’t something that can be created overnight…It actually requires a leadership dedicated to increasing cultural awareness and inclusion. It requires colleagues who are willing to take the time to learn about each other. It means being willing to identify and address personal biases. It means fearlessly opening ourselves up to discomfort for the greater good of our patients!

Effective diversity and inclusion initiatives begin with clear communication of their purpose. It’s crucial to articulate how these policies align with your organization’s mission and values, and how they bolster strategic goals and performance. Demonstrating with concrete examples, show how diversity enriches service quality, improves outcomes, and enhances reputation, benefiting staff, patients, and the organization. This clarity not only justifies these initiatives but also fosters a deeper understanding and commitment among all stakeholders.

Engaging in significant discussion with our team is required for effective communication about diversity and inclusion. It is critical to create a secure, courteous environment in which everyone feels confident expressing their opinions and experiences. This open dialogue is about more than just exchanging ideas; it is also about actively listening to concerns and criticism. We encourage all team members to share ideas for enhancing our methods, so that these discussions result in practical findings. We not only emphasize our commitment to inclusivity by encouraging two-way communication, but we also empower our employees to be active players in developing a more diverse and inclusive workplace.

The missing link here is that conversations regarding diversity, equity, and inclusion are inherently unsafe for some groups of people. Given those constraints, leadership and other levels of the organization must create the psychologically safest environment possible. Leaders can acknowledge that these conversations are safer for some groups than others. That honesty is essential. I encourage focusing on what some perceive as "brave space" because that is precisely what you need to engage in these crucial conversations. People who are typically unsafe in these conversations are showing bravery by participating. Others who are less knowledgeable show bravery by acknowledging what they don't know and that they have much to learn.

Creating psychologically safe spaces for staff to be able to share their experiences, concerns and issues is integral towards promoting and embedding an inclusive culture. Efforts must focus on transforming our organisations to fit all people. Inclusive thinking enables leaders to employ effective strategies for change and embody inclusive leadership in all of their interactions with the employees. Thus delivering and continually improving the quality of healthcare services to our increasingly diverse communities.

The fact is that the nature of the practice of Diversity and Inclusion is complex and constantly evolving and needing nurturing. Promoting, nurturing and embedding an organisational culture that fully embraces equality, diversity and inclusion is not a ‘nice to have’ anymore but should become a key priority for forward-thinking organisations. Far greater engagement is needed between leadership, staff networks, HR, L&D, OD practitioners to ensure greater alignment and coherence of approach. Educational interventions including reverse mentoring, cultural competence, unconsious bias, cultural competence, microaggressions, and allyship are key components of a robust ED&I strategy.

Some of this training will have to be required. Some folks need this training more than others; typically, they will not opt to engage. Ensuring that everyone participates in training creates an environment where everyone has a basic level of understanding of inclusion and belonging principles.

To bridge the gap in understanding diverse cultures and identities, we prioritize ongoing education and training for our staff. This includes interactive sessions in our orientation sessions, implicit bias, microaggressions, and allyship. Our aim is not just to inform but to engage and inspire our team, making these learnings relevant to our specific healthcare context. These training programs are continuously updated to stay in tune with the evolving needs of both our staff and patients. By equipping our team with this knowledge, we enhance our ability to provide compassionate, culturally sensitive care, fostering an inclusive environment for everyone.

''It is pivotal for organisations to embrace the intersectionality of their people, recognising that each individual has a number of distinct and unique identities, strengths, and experiences that overlap and intersect in different ways that all contribute to one’s unique and authentic self''. Today’s global workforce continues to evolve and I feel, now is the time for organisations to embrace the constant change by embedding inclusion at the heart of organisational business leading to daily experiences of their people, acknowledging that, with each generation becoming increasingly diverse than the generation preceding it. Inclusive work environments help towards nurturing a sense of belonging.

It is critical to recognize and reward staff achievements in diversity and inclusion. We celebrate their accomplishments and recognize their struggles, and we value their efforts to fostering an inclusive atmosphere. To motivate and reward their accomplishments, meaningful feedback, acknowledgment, and incentives are provided. We not only inspire people by sharing their stories and best practices, but we also demonstrate our commitment to diversity and inclusion in a visible way. This strategy underlines the importance we place on these efforts and fosters ongoing development toward a more inclusive healthcare environment.

In order to promote diversity and inclusion, leaders must set a good example. As a healthcare manager, I live the principles and behaviors that we promote. This includes demonstrating respect, understanding, and curiosity for different points of view and experiences. Diversity and inclusion are more than just catchphrases or checklists in my everyday practice. I continue to be accountable and honest, actively responding to the needs and concerns of our staff and patients. By clearly embodying these ideals, I hope to create a precedent for our team and demonstrate that inclusive leadership is at the heart of our healthcare excellence.

'Nurturing and embedding an inclusive culture is about individual and organisational micro and macro actions. Equality is not about treating all people in the same way, it's about recognising and respecting diversity enough to adapt practice and procedure to suit all. To progress ED&I in organisational context needs hard wiring in all aspects of organisational governance and business structures to ensure the benefits are translated at all levels for all people. Progressive organisations regard ED&I as a real CAUSE and not just an agenda item anymore.

Developing an organisational culture that fully embraces equality, diversity and inclusion led by compassionate and bold leadership at all levels of the organisations is key. Appreciating our awareness and responsiveness to the experiences of our diverse global workforce will help achieve excellence and greater satisfaction and a sense of belonging. ''Equality is not about treating all people in the same way. It's about recognising & respecting diversity enough to adapt practice & procedure to suit all''.