HealthStream Regulatory Script

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1 HealthStream Regulatory Script Diversity in the Workplace Version: May 2007 Lesson 1: Introduction Lesson 2: Significance of Workplace Diversity Lesson 3: Diversity Programs Lesson 4: Doing Your Part

2 Lesson 1: Introduction 1001 Introduction Welcome to the introductory lesson on diversity in the workplace. This lesson gives the course rationale, goals, and outline. IMAGE: 1001.JPG As your partner, HealthStream strives to provide its customers with excellence in regulatory learning solutions. As new guidelines are continually issued by regulatory agencies, we work to update courses, as needed, in a timely manner. Since responsibility for complying with new guidelines remains with your organization, HealthStream encourages you to routinely check all relevant regulatory agencies directly for the latest updates for clinical/organizational guidelines. If you have concerns about any aspect of the safety or quality of patient care in your organization, be aware that you may report these concerns directly to The Joint Commission. Point 1 of 4 2

3 1002 Course Rationale Today s workforce is more complex than ever before. FLASH ANIMATION: 1002.SWF/FLA There are more: Women Cultural minorities Aging employees To benefit from the diversity present in our workplace, we must learn to accept, value, and manage it. This course will teach you: The significance of diversity in the workplace The goals and parts of diversity programs How you can support and value diversity Point 2 of 4

4 1003 Course Goals After completing this course, you should be able to: Define diversity Recognize the benefits of valuing workplace diversity Identify the legal aspects of diversity List the goals and parts of a diversity program Discuss your role in managing workplace diversity NO IMAGE Point 3 of 4

5 1004 Course Outline Lesson 1 provided the course rationale and goals. FLASH ANIMATION: 1004.SWF/FLA Lesson 2 will discuss the significance of diversity. Lesson 3 will describe an organizational diversity program. Lesson 4 will discuss how to make diversity work. Point 4 of 4

6 Lesson 2: Significance of Workplace Diversity 2001 Introduction & Objectives Welcome to the lesson on the significance of diversity in the workplace. FLASH ANIMATION: 2001.SWF/FLA After completing this lesson, you should be able to: Define workplace diversity Know the significance of valuing diversity Recall benefits of valuing diversity Understand how to comply with laws that protect workplace diversity Point 1 of 16

7 2002 Defining Diversity When we think of diversity, we often think of differences in race, gender, ethnicity [glossary], and age. IMAGE: 2002.JPG However, people in your workplace also differ in: Marital status Parental status Job position Income Education Work experience Military experience Sexual orientation Religious beliefs Other beliefs, attitudes, and values Personality Learning and working styles Point 2 of 15

8 2003 Significance of Diversity Workplace diversity is about all of us. IMAGE: 2003.JPG Workplace diversity affects all of us. We need to accept and embrace our differences. Then we can turn diversity into an asset. Point 3 of 15

9 2004 What It Means to Value Diversity To value diversity, we must learn to: Accept and appreciate differences among people Understand our coworkers Avoid treating some coworkers as insiders and others as outsiders Acknowledge the strengths and weaknesses of each person Work together as a team IMAGE: 2004.JPG Point 4 of 15

10 2005 Benefits of Valuing Diversity Benefits of valuing diversity include: Personal growth Increased productivity Compliance with laws IMAGE: 2005.GIF Let s take a look at each. Point 5 of 15

11 2006 Personal Exploration and Growth Diversity training encourages introspection. [glossary] IMAGE: 2006.JPG Workers should examine their own: Values Beliefs Attitudes Assumptions Biases This will help them learn to: Question social conditioning [glossary] Develop broader perspectives Point 6 of 15

12 2007 Increased Productivity Coworkers who understand, accept, and respect one another, will be able to work effectively as a team. IMAGE: 2007.JPG To value diversity is to create a more productive work environment. In addition: If workers value diversity, achieving group goals will be easier. When team members learn to turn differences into win-win solutions, the team will be successful. Point 7 of 15

13 2008 Legal Compliance Organizations that value diversity comply with laws that prohibit workplace discrimination. Laws prohibiting discrimination against an employee or potential employee include: Title VII of the Civil Rights Act of 1964 The Equal Pay Act of 1963 (EPA) The Age Discrimination in Employment Act of 1967 (ADEA) Titles I and V of the Americans with Disabilities Act of 1990 (ADA) Sections 501 and 505 of the Rehabilitation Act of 1973 The Civil Rights Act of 1991 Click on each item to learn more. CLICK TO REVEAL Title VII of the Civil Rights Act of 1964 Under Title VII, it is illegal to discriminate against an employee on the basis of race, color, religion, sex, or national origin. Note: This act also protects against sexual harassment and discrimination against pregnant women. Equal Pay Act of 1963 (EPA) Under the EPA, men and women in the same organization must receive equal pay for equal work. The Age Discrimination in Employment Act of 1967 (ADEA) The ADEA protects persons aged 40 and over from employment discrimination. Titles I and V of the Americans with Disabilities Act of 1990 (ADA) Under Titles I and V, it is illegal to discriminate against a qualified employee on the basis of a disability. Sections 501 and 505 of the Rehabilitation Act of 1973 Under Sections 501 and 505, it is illegal for the federal government to discriminate against a qualified employee on the basis of a disability. Civil Rights Act of 1991 This act has many provisions. It allows for monetary damages in cases of intentional employment discrimination. Point 8 of 15

14 2009 Legal Compliance: Scope of Legislation Anti-discrimination laws apply to: Hiring and firing Compensation, assignment, and classification Transfer, promotion, layoff, and recall Job advertisement Recruitment Testing Use of company facilities Training programs Fringe benefits [glossary] Pay, retirement plans, and disability leave Other terms and conditions of employment IMAGE: 2009.JPG Point 9 of 15

15 2010 Legal Compliance: Enforcement Anti-discrimination laws are enforced by the U.S. Equal Employment Opportunity Commission (EEOC). IMAGE: 2010.JPG The EEOC also provides training activities and technical assistance. Point 10 of 15

16 2011 Legal Compliance: Affirmative Action EEOC laws have led to the development of affirmative action policies and initiatives. IMAGE: 2011.JPG These policies and initiatives: Help correct employment inequality Help to recruit, employ, train, and promote workers who have been excluded from certain jobs May be mandated by the government Point 11 of 15

17 2012 Affirmative Action vs. Valuing Diversity Affirmative action has increased employment opportunities for groups previously excluded from certain jobs. IMAGE: 2012.JPG To value diversity, we must do more than just employ different types of people. We must fully accept and appreciate workplace diversity. Point 12 of 15

18 2013 Review The best way to value diversity in the workplace is to: a. Assume that everyone is the same b. Appreciate the differences among people c. Form in-groups and out-groups d. Believe that differences always lead to conflict MULTIPLE CHOICE INTERACTION Correct answer: B Feedback for A: Incorrect. People are different. To value diversity, we must learn to appreciate employee differences. The correct answer is B. Feedback for B: Correct. Valuing diversity means learning to appreciate employee differences. Feedback for C: Incorrect. Forming in groups and out groups does not value diversity. The correct answer is B Feedback for D: Incorrect. If you value diversity, differences can lead to team success. The correct answer is B. Point 13 of 15

19 2014 Review Federal law does not allow race to influence: a. Hiring b. Pay c. Training d. All of these e. None of these MULTIPLE CHOICE INTERACTION Correct answer: D Feedback for A: Incorrect. The best answer is D. The law does not allow race to influence any employment decision. Feedback for B: Incorrect. The best answer is D. The law does not allow race to influence any employment decision. Feedback for C: Incorrect. The best answer is D. The law does not allow race to influence any employment decision. Feedback for D: Correct. The law does not allow race to influence any employment decision. Feedback for E: Incorrect. The best answer is D. The law does not allow race to influence any employment decision. Point 14 of 15

20 2015 Summary You have completed the lesson on the significance of workplace diversity. NO IMAGE Remember: Workplace diversity is about all of us. To value diversity, employees must accept, understand, respect, and include all workers. Benefits of valuing diversity include personal growth, increased productivity, and compliance with laws. It is illegal to make employment decisions based on race, color, religion, gender, national origin, age, or disability. The EEOC enforces federal anti-discrimination laws. Affirmative action has increased workplace diversity. Point 15 of 15

21 Lesson 3: Diversity Programs 3001 Introduction & Objectives Welcome to the lesson on diversity programs. FLASH ANIMATION: 3001.SWF/FLA After completing this lesson, you should be able to: Recognize the goals of a diversity program Identify the parts of a diversity program Point 1 of 13

22 3002 Workplace Culture Organizations that want to value diversity must develop diversityfriendly cultures. IMAGE: 3002.GIF Diversity programs help to develop such cultures. Point 2 of 12

23 3003 Program Goals Diversity programs: Promote diversity in the workplace Create an inclusive environment Support staff so they can conduct daily activities in compliance with legal and organizational standards Manage diversity issues through prevention, investigation, and deterrence Provide diversity education and training IMAGE: 3003.JPG Point 3 of 12

24 3004 Program Parts The components of a diversity program include: Written program guidelines Policies and procedures Committees or managers Education and training Support staff and resources Monitoring IMAGE: 3004.GIF Let s take a look at each. Point 4 of 12

25 3005 Parts: Written Guidelines All aspects of the diversity program should be clearly defined in written guidelines. IMAGE: 3005.GIF These guidelines should be available to all employees. Contact your supervisor for a copy. Point 5 of 12

26 3006 Parts: Policies and Procedures Diversity policies and procedures: Communicate the views and goals of the organization Establish expectations for employee performance and conduct IMAGE: 3006.GIF Point 6 of 12

27 3007 Parts: Committees or Managers Diversity committees (or program managers): Develop and enforce program policies and procedures Oversee other aspects of the diversity program IMAGE: 3007.GIF Point 7 of 12

28 3008 Parts: Education and Training Diversity education and training: Provide staff with support and current information Provide a forum for talking about diversity Help employees learn to understand their coworkers Help employees learn to draw on the assets of their coworkers IMAGE: 3008.GIF Point 8 of 12

29 3009 Parts: Support Staff and Resources Resources for the diversity program may include: Support staff Hotlines or information lines Employee handbooks Click on each resource to learn more. CLICK TO REVEAL Support staff Support staff for the diversity program may include: Human resources staff Employee relations representatives Diversity coordinators Unit supervisors Hotlines and information lines Hotlines and information lines allow employees to: Report diversity concerns Have questions answered Receive current information Employee handbooks Handbooks include information on: Expectations for professional behavior Codes of conduct Point 9 of 12

30 3010 Parts: Monitoring Diversity programs must be monitored to be successful. IMAGE: 3010.GIF Monitoring allows your organization to: Identify and track diversity issues Evaluate the impact of the diversity program Modify and restructure the program to achieve goals Point 10 of 12

31 3011 Review The diversity program tries to remove employee differences that can lead to conflict. a. True b. False TRUE / FALSE INTERACTION Correct answer: B Feedback for A: Incorrect. Diversity programs encourage diversity. They do not eliminate differences. Feedback for B: Correct. Diversity programs encourage diversity. They do not eliminate differences. Point 11 of 12

32 3012 Summary You have completed the lesson on diversity programs. NO IMAGE Remember: Diversity programs help to create a culture that values diversity. A diversity program includes written program guidelines, policies, and procedures. A diversity program educates, supports, and monitors. Point 12 of 12

33 Lesson 4: Doing Your Part 4001 Introduction & Objectives Welcome to the lesson on doing your part to make diversity work. FLASH ANIMATION: 4001.SWF/FLA After completing this lesson, you should be able to: Describe how to use the diversity program Describe behaviors that do not support diversity Discuss how to expand your horizons Point 1 of 15

34 4002 Supporting Diversity Your diversity program provides a strong basis for a culture that values and promotes diversity. IMAGE: 4002.GIF Without support, however, the diversity program cannot succeed. To do your part: Become active in the diversity program Avoid behaviors that do not support diversity Make diversity awareness a personal goal Let s take a look at each. Point 2 of 15

35 4003 Using the Program: Staff Employees using the diversity program should: Follow policies and procedures Participate in education and training Participate in group discussions Voice concerns to support personnel Report discrimination IMAGE: 4003.JPG Point 3 of 15

36 4004 Using the Program: Management Managers may be asked to: Serve on diversity committees Perform diversity assessments Develop educational programs Organize group discussions Implement policies at the departmental level Maintain an attitude of support for diversity Model behavior that values diversity Learn what makes each employee unique IMAGE: 4004.JPG Point 4 of 15

37 4005 Supporting Diversity: Avoid Negative Behaviors Behaviors that do not support diversity include: Discrimination Stereotyping Harassment Intimidation Collusion Noncompliance IMAGE: 4005.GIF Let s take a look at each. Point 5 of 15

38 4006 Negative Behaviors: Discrimination Discrimination is the unfair treatment of a person or group. It is the result of prejudice. IMAGE: 4006.JPG A prejudice is a preconceived judgment or opinion about a group of people. Prejudice often takes the form of ethnocentrism. This often results in the belief that one s own group is better than all others. For example, a hiring manager believes that Caucasians are smarter than members of other ethnic groups. As a result, only Caucasians are hired. Equally qualified minorities are not considered for the job. This is a discriminatory practice resulting from a prejudicial belief. In many cases, prejudice is unconscious. To value diversity, you should: Identify your prejudices Work to change these attitudes and behaviors Point 6 of 15

39 4007 Negative Behaviors: Stereotyping A stereotype is a form of prejudice. IMAGE: 4007.JPG In this case, a generalization about a group of people is applied to ALL group members. For example, the following generalization is true: Nursing is a female dominated profession. This becomes a stereotype when we assume that: All nurses are women All male healthcare providers are physicians To value diversity, we must: Examine our stereotypes Avoid using generalizations as stereotypes Point 7 of 15

40 4008 Negative Behaviors: Harassment Harassment is any form of unwelcome behavior that: Disturbs or irritates others Creates a hostile work environment IMAGE: 4008.JPG Sexual harassment involves unwelcome physical or verbal behavior of a sexual nature. Point 8 of 15

41 4009 Negative Behaviors: Intimidation Intimidation occurs when one employee treats another in a way that causes them to feel: Belittled Frightened Discouraged Inhibited [glossary] IMAGE: 4009.SWF/FLA Forms of intimidation include: Using terms such as honey or girl when addressing a woman Referring to an adult as kiddo Point 9 of 15

42 4010 Negative Behaviors: Collusion Prejudice can be reinforced through agreement or cooperation. This is called collusion. Forms of collusion include: Silence Denial Active cooperation Click on each form to learn more. CLICK TO REVEAL Silence Silence is the most common form of collusion. Example: A coworker tells an ethnic joke. You do not object. You are now a silent party supporting the stereotype. Denial This type of collusion occurs when employees treat prejudices as if they did not exist. Active cooperation In this form of collusion, a person provides direct support for improper beliefs or behaviors. Exchanging ethnic jokes with a coworker is an example of active cooperation. Point 10 of 15

43 4011 Negative Behaviors: Noncompliance To support and value diversity, you must know and comply with: Federal laws Diversity program policies IMAGE: 4011.JPG Point 11 of 15

44 4012 Supporting Diversity: Expanding Your Horizons Support diversity! IMAGE: 4012.JPG Take steps to expand your horizons. For example: Socialize with people of different backgrounds Attend different religious services Try ethnic foods Go to foreign films and cultural events Ask questions Point 12 of 15

45 4013 Review Discrimination refers to the unfair treatment of a person as a result of. a. Prejudice b. Collusion c. Intimidation d. Indifference MULTIPLE CHOICE INTERACTION Correct answer: A Feedback for A: Correct. Feedback for B: Incorrect. The correct answer is A. Prejudice leads to discrimination. Feedback for C: Incorrect. The correct answer is A. Prejudice leads to discrimination. Feedback for D: Incorrect. The correct answer is A. Prejudice leads to discrimination. Point 13 of 15

46 4014 Review A male doctor is hurrying down the corridor. He bumps into a young female nurse. He then says, Excuse me, honey, important person coming through! This is an example of: a. Prejudice b. Collusion c. Intimidation d. Discrimination MULTIPLE CHOICE INTERACTION Correct answer: C Feedback for A. Incorrect. The correct answer is C. This is an example of intimidation. The nurse was made to feel belittled. Feedback for B. Incorrect. The correct answer is C. This is an example of intimidation. The nurse was made to feel belittled. Feedback for C. Correct. This is an example of intimidation. The nurse was made to feel belittled. Feedback for D. Incorrect. The correct answer is C. This is an example of intimidation. The nurse was made to feel belittled. Point 14 of 15

47 4015 Summary You have completed the lesson on doing your part. NO IMAGE Remember: A diversity program helps to create a culture that values diversity. Use the diversity program. Avoid behaviors that do not support diversity. Make diversity awareness a personal goal. Point 15 of 15

48 Course Glossary # Term Definition ethnicity quality assigned to a specific group of people historically connected by a common national origin or language introspection the contemplation of one s own thoughts, desires, and conduct social conditioning unexamined beliefs that come from living in a particular social and cultural context fringe benefits inhibit non-salary employee compensation, such as healthcare plan, retirement fund, etc. hold in check

49 [Diversity in the Workplace] Pre-Assessment 1. Differences in outlook: a. Never contribute to in-group/out-group dynamics. b. Make it impossible to achieve group goals. c. Do not exist among members of a single ethnic group. d. Can lead to work team success. Correct Answer: Can lead to work team success. Answer Rationale: If differences are turned into win-win solutions, team success can result. 2. One of your coworkers tells an ethnic joke. You do not object. Your behavior is an example of collusion: a. Silent b. Active c. Dynamic d. Denial Correct Answer: Silent Answer Rationale: This behavior is an example of silent collusion. You support the behavior by remaining silent. 3. Workplace diversity is of interest only to women and minorities. a. True b. False Correct answer: B Rationale: Workplace diversity is about all of us. It affects all of us. 4. In-group/out-group dynamics are common in diverse groups. a. True b. False Correct answer: A Rationale: Diverse groups are prone to these dynamics. Learning to value diversity can help a work group adopt more productive group dynamics. 5. Which of the following statements is (are) true? a. Differences among workers always lead to decreased productivity.

50 b. Differences in opinion make it impossible to achieve group goals. c. Understanding and respecting one another leads to increased productivity. d. All of these statements are true. e. None of these statements is true. Correct: C Rationale: A work environment in which employees understand and respect one another allows all employees to work more effectively. 6. Which of the following prohibits workplace discrimination against pregnant employees? a. Stark I b. EMTALA c. Title VII of the Civil Rights Act of 1964 d. Sections 501 and 505 of the Rehabilitation Act of 1973 Correct: C Rationale: Title VII of the Civil Rights Act of 1964 prohibits discrimination related to sex, which covers pregnant employees. 7. Organizational diversity programs try to remove the differences among employees. a. True b. False Correct: B Rationale: Diversity programs do not try to remove differences. They encourage diversity. 8. Staff training and education are not critical parts of a diversity program. a. True b. False Correct: B Rationale: Training and education are very important parts of a diversity program. 9. Your male supervisor believes that men are smarter than women. He routinely hires men over women, even when all candidates are equally qualified. This is an example of: a. A discriminatory hiring practice, based on silent collusion b. An acceptable hiring practice, based on fact c. A discriminatory hiring practice, based on a prejudice d. An acceptable hiring practice, based on personal opinion

51 Correct answer: C Rationale: Your supervisor s prejudicial belief that men are smarter than women leads to the illegal discriminatory practice of hiring men over women. 10. Consider the following two statements: 1) Nursing is mainly a female profession. 2) All nurses are women. Which statement is a stereotype? a. Both statements are stereotypes. b. Both statements are generalizations. c. Statement (1) is a stereotype. d. Statement (2) is a stereotype. Correct answer: D Rationale: Statement (1) is a generalization which leads to the stereotype in statement (2).

52 Final Exam 1. Which of the following employee differences contribute to workplace diversity? a. Beliefs, attitudes, and values b. Gender and age c. Marital, parental, and educational d. All of these e. None of these Correct Answer: All of these Answer Rationale: Differences in all of these factors contribute to workplace diversity. 2. Differences among people must always lead to conflict. a. True b. False Correct Answer: False Answer Rationale: Differences are not always sources of conflict. They also can lead to win-win solutions. 3. Learning about other people is just one part of diversity training. a. True b. False Correct Answer: True Answer Rationale: Introspection is another important part of diversity training. 4. Federal laws make it legal to discriminate against employees on the basis of: a. Race b. Religion c. Gender d. All of these e. None of these Correct Answer: None of these Answer Rationale: None of these factors can be used to discriminate against employees. Discrimination is not legal. 5. It is legal for an organization to pay higher wages to a man than to a woman, if the man has more responsibility. a. True b. False

53 Correct Answer: True Answer Rationale: Under the Equal Pay Act, men and women in the same organization must receive equal pay for equal work. In this case, the work is not equal, so the pay does not need to be equal. 6. Implementing affirmative action policies ensures than an organization will value diversity. a. True b. False Correct Answer: False Answer Rationale: Affirmative action will bring different people into the workplace. To value diversity, employees must accept and appreciate this diversity. 7. The only function of organizational diversity plans is to establish expectations for employee performance and conduct. a. True b. False Correct Answer: False Answer Rationale: This is one function of diversity plans. These policies also communicate the views and goals of an organization. 8. Diversity training helps employees learn to tolerate their coworkers. a. True b. False Correct Answer: False Answer Rationale: Diversity training helps employees learn to understand and draw on the assets of their coworkers. 9. Which of the following is true? a. All generalizations are stereotypes. b. Both generalizations and stereotypes support diversity-valuing. c. Stereotypes can be tools for valuing diversity. Generalizations are always harmful to diversity. d. A generalization becomes a stereotype when it is applied to all members of a group. Correct Answer: A generalization becomes a stereotype when it is applied to all members of a group. Answer Rationale: Stereotyping is a form of prejudice. It occurs when a generalization about a group of people is assumed to apply to ALL individuals in that group. Stereotypes always block our ability to value diversity. 10. Your coworker tells an ethnic joke and you do not object. This is an example of collusion. It the most common form of collusion. a. Silent is b. Active is

54 c. Denial is not d. Silence is not Correct Answer: Silent is Answer Rationale: Silence reinforces prejudicial attitudes through agreement or cooperation. The most common form of collusion is the implied agreement of silence.

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