Outpatient Surgery Magazine

Special Edition: ORX 2020 - August 2020 - Subscribe to Outpatient Surgery Magazine

Outpatient Surgery Magazine, providing current information on Surgical Services, Surgical Facility Administration, Outpatient Surgery News and Trends, OR Excellence and more.

Issue link: http://magazine.outpatientsurgery.net/i/1275524

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Page 21 of 35

A re you embracing members of minority groups and welcoming all patients and staff, regardless of their race, ethnicity, sexuality and physical ability? What you say, and more importantly how you act, is more important than ever, according to Rumay Alexander, EdD, RN, FAAN, a professor at the University of North Carolina School of Nursing at Chapel Hill. She says creating a workplace culture that honors and celebrates diversity in the staff you hire and the patients you care for requires a strategic mindset. Healthcare professionals have been talking about developing diverse and inclusive workspaces for years, according to Dr. Alexander. She implores facility leaders to act on creating and sustaining brave workspaces where patients and staff feel comfortable being their full, authentic selves. During the closing day keynote address, Dr. Alexander will discuss why making diversity a core value is the right thing to do and the key to future growth. You want healthcare leaders and staff to have an inclusive state of mind. What does that mean? It involves recognizing the legitimacy of all people and valuing them as individuals. It means allowing all employees to authentically engage and participate in patient care in a humanitarian way as part of a focused team. It demands working with integrity and following the ethics of your organization by living out its mission, vision and goals. At the end of the day, working in an inclusive workplace is good for everyone's well-being. Each of us want to feel valued and want the opportunity to be our best selves without having to compromise our identity or values. Why is it important to build a diverse staff? Facility leaders must be aware of the demographics of the patient population they serve. Patients have choices for where they'll go for care and pay attention to facilities that indicate they understand them from a cultural perspective. Patients want to be seen by and encounter diverse teams of providers. Some facilities' websites include pictures of diverse staff members, but patients don't see anyone who resembles the images when they arrive for care. Their experience is nothing like what they expected the moment they interacted with the facility. Real-life strategy must match marketing tactics. What are the indicators of an inclusive workplace? Patients and staff members will look past your words and assess your actions. They're looking for clues that say, "You get me, and patient care here is not a cookie-cutter approach." Diversity is now an expected part of doing business. Your patients and staff must be representative of all races, genders, physical abilities, generations and sexual orientations. If you say diversity is important and believe it should be part of your facility's mis- sion, it must show up in your everyday actions and workplace culture. How can staff members promote inclusivity? All the ways an organization, including those who work in it and the key decision-makers, must regularly demonstrate diversity. Leading by 2 2 • S U P P L E M E N T T O O U T P A T I E N T S U R G E R Y M A G A Z I N E • A U G U S T 2 0 2 0 Honoring and Celebrating Our Differences LIVE CLOSING DAY KEYNO TE Friday, Nov. 20 3 p.m. Rumay Alexander, EdD, RN, FAAN • Has been a nurse for 21 years with a focus on cultural diversity issues • Has served on the American Hospital Association's Workforce Commission • Former director of the Office of Inclusive Excellence at the University of North Carolina School of Nursing and associate vice chancellor for Diversity and Inclusion at UNC

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