Reference no: EM133507876

Question: Diversity, equity, and inclusion (DEI) are crucial for organizational development. Race, ethnicity, gender, gender identity & expression, sexual orientation, socio-economic status, age, handicap, religious beliefs, political ideas, or other ideologies are just a few examples of the many aspects of identity and experience that make up diversity. By routinely assessing systems and procedures, equity aims to provide our care team employees, patients, and families with fair treatment, access, opportunities, and growth. Creating situations where everyone feels accepted, respected, supported, and appreciated to fully engage is known as inclusion. Simply, diversity is having a seat at the table, inclusion is having a voice, and belonging is having that voice heard. (MainHealth, 2023).

To maximize equality and inclusion at my workplace, we have implemented the following strategies: creating and fostering high-functioning teams, creating an inclusive workplace, and emphasizing and fostering mentorship, sponsorship, and allyship. Transparency in providing clarity regarding policies, procedures, schedules, and decision-making are characteristic of high-functioning teams, as is collegiality, which involves conducting formal surveys, meetings, and informal "check-ins" to identify problems and jointly develop solutions. Additionally, the high-functioning teams include the diversity of representation in leadership regarding diverse backgrounds and perspectives.

Attributes of building an inclusive environment involve education, which stresses the breadth of diversity through formal and self-education regarding visible and invisible aspects of diversity and awareness, which entails adapting and advocating for situational demands. For instance, we just started giving one of our employees' access to the staff breakroom so she could use it as a pumping room when necessary. Additionally, we try to provide everyone a sense of belonging by purposefully being inclusive of all viewpoints and voices. We pay special attention to holding crucial meetings within work hours and reducing after-work commitments that exclude some staff. (Ayyala et al., 2022).

Lastly, we have created a culture of personal support and professional development. Attributes regarding this involve mentorship by providing guidance on job transitions, creating career development plans and professional challenges, allyship by advocating for underrepresented groups to leadership positions, being vocal against discriminatory or disparaging comments against colleagues, etc. With these strategies in place, there has been improvement in the quality of patient care, a positive impact on professional fulfillment, and less turnover of staff members.