Leadership Strategies for Improving DEI in the Workforce

Provided by ASHP

Leadership Strategies for Improving DEI in the Workforce

PRESENTED AS A LIVE WEBINAR Thursday, November 4, 2021 1:00 – 2:15 p.m. ET

ON-DEMAND ACTIVITY Release date: November 22, 2021 Expiration date: November 1, 2024

FACULTY Moderator Michael Wolcott, Pharm.D., Ph.D., BCPS, BCIDPS Director of Educational Resources and Scholarship University of North Carolina Adams School of Dentistry Assistant Professor University of North Carolina Eshelman School of Pharmacy Chapel Hill, North Carolina

Speakers Ricky Ogden Pharm.D., M.B.A., BCPS, FACHE Assistant Director of Pharmacy Children's Mercy Kansas City Kansas City, Missouri

Anthony Scott, Pharm.D., M.B.A. Director of Pharmacy Services Emory Healthcare Atlanta, Georgia

ACCREDITATION The American Society of Health-System Pharmacists is accredited by the Accreditation Council for Pharmacy Education as a provider of continuing pharmacy education.

• ACPE #: 0204-0000-21-427-L04-P & T0204-0000-21-427-H04-P & T

• CE Credits: 1.25 contact hours (0.125 CEUs),Application-based

CE PROCESSING Participants will process CE credit online at http://elearning.ashp.org/my-activities. CPE credit will be reported directly to CPE Monitor. Per ACPE, CPE credit must be claimed no later than 60 days from the date of the l ive activity or completion of a home-study activity.

http://elearning.ashp.org/my-activities

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Anthony Scott, Pharm.D., M.B.A.Emory University Hospital

Kansas City, Missouri

Ricky Ogden, Pharm.D., M.B.A., BCPS, FACHEChildren’s Mercy Hospital

Atlanta, GA

Financial Relationship Disclosure

No one in control of the content of this activity has a relevant financial relationship (RFR) with an ineligible company.

As defined by the Standards of Integrity and Independence in Accredited Education definition of ineligible company. All relevant financial relationships have been mitigated prior to the CPE activity.


© 2021 American Society of Health-System Pharmacists, Inc. All rights reserved.

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Learning Objectives

• Recommend recruiting and retention strategies thatsupport practices of inclusion for all under‐represented populations in the pharmacy workforce.

• Identify ways to support individual self‐reflectionsfor implicit bias.

• Plan strategies that advance leader actions relatedto DEI (Diversity, Equity, and Inclusion)improvements in the pharmacy workplace.

A

B

C

D

E

What is the current state of DEI action planning within your organization?

DEI initiatives have not been communicated as a priority within my organization

DEI initiatives are documented in our strategic plan at the organizational level

DEI initiatives are documented in our strategic plan at the department level

DEI initiatives have been discussed, but not formally communicated

Not sure

Polling



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What is DEI?

• Diversity – being composed of differing elements• A workforce made up of employees with different races, genders, skills,demographics, career backgrounds, etc.

• Equity – a state or quality of being just, impartial and fair to all• A workplace with policies and procedures that consider the individual needsof all and accounts for disadvantages faced by minority groups

• Inclusion – the practice of providing everyone with equal access toopportunities and resources• A workplace where traditionally marginalized groups (gender, race, disabilitystatus, age) feel equal, safe and respected

U.S. Equal Employment Opportunity Commission. Best Practices of Private Sector Employers. https://www.eeoc.gov/best‐practices‐private‐sector‐employers (accessed 2021 Aug).

Why is DEI Important?

• The ‘Diversity Dividend’• Outperform competitors

• Increased revenue• Enhanced customer loyalty• Improved engagement and job satisfaction• Higher levels or creativity and innovation• Better decision‐making and problem‐solving• Boosted organizational reputation

Kovvali, S., Gompers, P. 2018. The Other Diversity Dividend. Harvard Business Review. https://hbr.org/2018/07/the‐other‐diversity‐dividend,%20https:/www.weforum.org/reports/diversity‐equity‐and‐inclusion‐4‐0‐a‐toolkit‐for‐leaders‐to‐accelerate‐social‐progress‐in‐the‐future‐of‐work (accessed 2021 Aug).



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Common DEI Pitfalls

• Focusing on a quick fix •Missing the business case• Transient ‘diversity agenda’• Departmental silos• Top‐down approach• Short‐term success stories• Retrospective, not prospective

Pharmacist Workplace Discrimination



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DEI Introductory Reflections

1. Is it clear and direct in our strategic plans that DEI efforts are vital to the performance of the pharmacy department?

2. Do the routine behaviors and practices of the leadership team and staff support inclusion for all?

3. Have we identified specific areas of actions for making focused DEI improvements within the department?

DEI and Recruitment

• What kind of diversity do you identify within this department’s recruiting team?



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Bias Creating Recruiting Challenges

• Examine and identify internal bias within systems and decision making1. Implicit bias2. Confirmation bias3. Cultural bias4. Unconscious bias5. Affinity bias6. Conformity bias

Under‐represented Populations

• Ethnic minority groups• Hispanic/Latino• African American• American Indian• Asian• Middle Eastern

• Women

• LGBTQ+ (Lesbian, gay, bisexual, transgender, and queer)• Persons with disabilities• Lower socioeconomic status

Allen, M. (2017). The sage encyclopedia of communication research methods (Vols. 1‐4). Thousand Oaks, CA: SAGE Publications, Inc doi: 10.4135/9781483381411



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Recruitment Strategies and DEI

• Network diversification • Resume blinding• Equitable pay rates• Job descriptions and key words• Promotional materials

• Finding a ‘fit’ vs. an ‘addition’• Interview checklists (handout)

Retention Strategies and DEI

• Routine leader DEI training• Transparent communications plans• Stay interviews• Progression for all• Culture assessments • Employee Assistance Programs (EAP)



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Workplace Example

• Technician A is a 29 year old Asian female. She states that after 2 years in the department, she is frustrated about the lack of gender diversity within the technician specialist roles.

• What initial thoughts come to mind about how to approach this conversation with the employee?

• What action items do you need to consider to find potential solutions to her reported concerns?

Tactical Strategies for Leaders



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Self‐Assessment of Implicit Bias Tools

• Example:• Project Initiative is a 501(c) non‐profit provides education to public about bias• Free self‐assessment to show tendencies of biasness• Looks at time to response on assigning positive and negative descriptions with specific groups

Presence

• Be Present – Physically• Virtual settings are convenient• Can be difficult to measure engagement

• Multitasking is extremely tempting

• Camera on/off challenge• Challenge for those without prior relationships



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Presence Again

•Be Present‐Mentally• Be ENGAGED!• Use active listening techniques• Come prepared (readings, videos, podcasts, etc.)• Eliminate distractions (phones, tablets, laptops)

PRESENCE!

• Be Present – Emotionally• Prepare yourself before your conversation

• Come with an open/welcoming approach• Be aware of non‐verbal communication

• Be aware of shutting down• Self• Others



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Basic Interpersonal Skills

• Honesty

• Empathy

• Accountability

• Respect

• Transparency

A

B

C

D

E

Leadership teams that do not emphasize reducing bias in the recruiting process will have a competitive advantage hiring diverse candidates.

True

False

Polling



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Practical Strategies and Resources to Transform Your Awareness into Action –Key Takeaways

• Focusing on DEI process improvements and best practices related to hiringand engagement can lead to competitive advantages and talent retention.

• Leaders, both formal and informal, should use available tools tocontinuously assess for implicit bias in all settings.

• Leaders should utilize basic interpersonal skills when implementing DEIsolutions and initiatives.

• U.S. Equal Employment Opportunity Commission. Best Practices of PrivateSector Employers. Retrieved August 2021. https://www.eeoc.gov/best‐practices‐private‐sector‐employers

• Kovvali, S., Gompers, P. (2018). The Other Diversity Dividend. Harvard BusinessReview. Retrieved August 2021. https://hbr.org/2018/07/the‐other‐diversity‐dividend,%20https:/www.weforum.org/reports/diversity‐equity‐and‐inclusion‐4‐0‐a‐toolkit‐for‐leaders‐to‐accelerate‐social‐progress‐in‐the‐future‐of‐work• Arya, V., Bakken, B., et al. (2020). National Pharmacist Workforce Study.Retrieved August 2021. https://www.aacp.org/article/2019‐national‐pharmacist‐workforce‐study

• Project Implicit: Implicit Association Test (IAT). Retrieved August 2021.https://implicit.harvard.edu/implicit/takeatest.html

Selected Resources



DEI Interview Recruitment Checklist

Leaders can use the following checklist to ensure that their department is properly prepared to answer

potential questions from a diverse pool of job candidates through the normal internal interview

procedures.

For each questions listed below, fill in the current answer. Note any follow up contacts in the last

column to gather the correct information if the correct answer to the question is unknown.

Question from Candidate Leader/Panel Response Follow-Up Contact

Are the leaders within the department trained to

communicate and manage a diverse group of direct reports?

What does diversity, equity, and inclusion mean to you as a

leader within the organization?

What are my chances of progressing and advancing

within the department?

How many other employees that identify like me work within the department?

What is the diversity representation within the

department’s leadership team?

Does the department have a formal mentoring program for

all employees? Does the organization routinely

participate in community outreach efforts aimed at

diverse groups?

What current efforts are being taken by the organization to

push forward internal DEI initiatives?

How would the leadership team handle a situation where a

colleague is being discriminatory or non-inclusive?


© 2021 American Society of Health-System Pharmacists, Inc. All rights reserved.13

DEI Leader Action Checklist

Leaders can use the following checklist to ensure they are addressing critical areas to achieve DEI

success in their department.

For each domain listed below, fill in the current assessment on how you as a leader have filled this

domain with specific action items and standard work. Then, update the follow-up date and time in the

last column to ensure accurate and timely follow-up occurs in each domain.

Domains Leader’s Assessment of Actions Date/Time of follow-up

The leader has completed an implicit bias self-assessment

tool

1. 2. 3.

1. 2. 3.

The leader has spent physical time in their areas of

responsibility and discussed DEI topics and initiatives

1. 2. 3.

1. 2. 3.

The leader has shared readings/podcasts/other

literature with staff regarding DEI topics applicable to their

organization

1. 2. 3.

1. 2. 3.

The leader has held small group/town hall/focus

sessions on DEI topics related to their organization

1. 2. 3.

1. 2. 3.

The leader has discussed the organizations core values and

how they incorporate and emphasize DEI initiatives

1. 2. 3.

1. 2. 3.


© 2021 American Society of Health-System Pharmacists, Inc. All rights reserved.14

Documents

Leadership Strategies for Improving DEI in the Workforce