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BUSI 646 - Managing Human Capital in Healthcare
BUSI 646 Managing Human Capital in Healthcare
Outline & Annotated Bibliography
The Purpose and Impact of DEI Training within Healthcare
Joshua-Paul Johnian Sr.
Respectfully Submitted to: Colleen McLaughlin
February 25th, 2023
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BUSI 646 - Managing Human Capital in Healthcare
Thesis Statement:
Corporate policies and training in diversity, equity, and inclusion (DEI) have expanded
significantly in every industry sector, including healthcare. As national socio-economic
demographics are changing, incorporating DEI programs supports business growth while
meeting the needs of consumers, employees, and corporate goals. Since DEI in the workplace is
expanding, healthcare entities must understand the importance of intersecting identities, honoring
differences, and challenging inequities in company cultures. Additional research will explore
DEI training’s current limitations and proposed solutions incorporating robust DEI programs that
affirm the foundational Christian premise that God created one race—humanity. The research
will address the needs and goals of DEI training and how vigorous training can positively impact
healthcare services.
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BUSI 646 - Managing Human Capital in Healthcare
1. Introduction (2 pages)
I. Why is Diversity, Equity, and Inclusion Training Important? Historically, every
segment of society, industry, and business has been challenged with toxic
environments that reinforce attitudes and practices of racism, sexism, and bias. With a
renewed focus on these challenges, organizations are now developing new strategies
to support DEI climates. Research from Aspen Digital Tech Policy has highlighted
such practices and obstacles through less minority representation in essential
industries and areas where a diverse workforce is vital to growth (Enders et al., 2021)
(Palmore, 2023).
II. What is diversity and inclusion training? The primary focus of diversity and
inclusion (DI) training is to provide a series of comprehensive instructional and
educational programs that encourage re-imagined employee cooperation while
addressing prejudice and or discrimination. The systematic design of DI training is
primarily successful since it incorporates employees' skills and knowledge and creates
an open environment where employees can learn from one another. DI training also
provides understanding in evolving conversations, such as awareness and behavior,
by assisting employees in understanding unintentional bias. The lack of diversity in
medical schools highlights the ongoing necessity for DI training since a less-diverse
student base may be less likely to consider strategic business opportunities that
require collaboration with diverse labor market segments (Aggarwal, 2022) (Argueza
et al., 2021).
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BUSI 646 - Managing Human Capital in Healthcare
III. The goals of diversity training: DI training is to encourage collaborative
environments where the strengths of diversity, equity, and inclusion contribute to the
industry's overall strength. Presently, the positive impacts of DI training have
evidenced a 40% increase in employees' ability to identify positive perceptions with
diverse co-workers. Such growth opportunities have resulted in developing employee
skills evidencing increased signs of improved staff knowledge and organizational
culture (Thomas et al., 2023).
2. Diversity and Inclusion Training and Labor (3 pages)
I. Increases competition for the brightest minds: In a highly competitive labor
market, the ability for employers to attract the best talent through the use of DI
training, reported by CEOs of healthcare systems, is part of the overall strategy to
identify and target talent who possess the skills required for efficient healthcare
services. Furthermore, DI training corporate culture is attractive to potential
employees since the principles of DI training advocate for processes that support a
work/life balance (Khuntia et al.,2022).
II. Improved Employee Retention: Workplace environments change rapidly as the US
labor market diversifies. As diversity contributes to change, corporations
continuously explore opportunities for a competitive advantage. Research indicates
that organizations with successful diversity and inclusion programs have an
advantage over competitors due to their ability to adjust to the changing employee
market demands and adjusting internal processes that support organizational
objectives and change (Morley, 2018).
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BUSI 646 - Managing Human Capital in Healthcare
III. Professional Growth and Upward Mobility: For an effective DI program to have a
lasting impact, diversification must be evidenced in all levels of employment and
leadership. Historically, the higher the leadership level, the less diverse the corporate
climate becomes, evidenced in the academic surgical faculty environment. Through
DI training, a renewed focus on professional growth has created new pathways for
improving minority representation, resulting in DEI programs encouraging
scholarship opportunities. Furthermore, as institutions seek to retain quality
employees, DI training has provided processes that encourage succession planning
and the expansion of new departments (Riner et al., 2022).
3. How does Diversity and Inclusion Training Impact Financials (2 pages)
I. Increased Revenue and Profit: The environment of DEI learning is still evolving;
however, research indicates that companies that have made active commitments and
investments in DEI are utilizing employee resource groups (ERGs) and equitable
hiring practices, that are resulting in positive corporate outcomes (PR Newswire,
2022).
4. Diversity and Inclusion Impacts Business (2 pages)
I. Diversity Reflects Your Market and Customers: Diversity, equity, and inclusion in
healthcare are essential to lay the foundation for excellence and innovation, and trust.
Studies show that diverse groups with relevant training outperform homogenous
teams in solving complex problems, making predictions, innovating, and increasing
the likelihood of financial outperformance (Battle, 2022) (Hammersla, 2022).
5. Types of Diversity and Inclusion Training (3 pages)
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BUSI 646 - Managing Human Capital in Healthcare
I. From Unconscious Bias Training to a Learning Strategy: While most professional
environments believe they can identify diversity, equity, or inclusion, the application
of unconscious bias training has become an effective strategy to increase knowledge,
perceptions, awareness, and bias. This evolving aspect of DEI training has also
impacted multiple areas of learning and industry (Pennington et al., 2023).
II. From Awareness to Fit for Purpose: While concepts and awareness of diversity and
inclusion, as well as DEI training, are being adopted, there still needs to be greater
understanding within the global community. To address these challenges, DEI
training is being encouraged in early development environments with the goal that
such interactions can have a generational impact (Takasu et al., 2022).
III. From Individual Compliance to Systemic Change: The ability to address the need
for diversity, equity, and inclusion cannot be successful with a top/down approach.
While organizational change is necessary individual change is the key to lasting
change. The classroom setting is an ideal learning environment where DEI can
support cultural competence that can be applied in the labor market (Fuentes et al.,
2021).
6. Where DEI Falls Short (2 Pages)
I. The role of leadership: Any organization can have diversity but not inclusivity. An
effective DEI program reinforces that corporate leadership is invested and committed
to the goals of its culture and employees. Through critical leadership advocacy, DEI
training can extend beyond the annual training required by an employer. Since there is
no one-size-fits-all DEI approach, DEI programs should be developed based on the
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BUSI 646 - Managing Human Capital in Healthcare
institutions’ vision, goals, and needs, requiring input from all leadership and
employees (Cuellar, 2022).
II. Equity, Pay, Talent, ERGs, and Feedback: While DEI training positively impacts
specific labor environments, research has shown that diversity training programs still
have significant ground to gain in improving employee attitudes and behaviors.
Currently, some research is challenging the success of DEI training citing data that
reports anti-bias training has failed to reduce bias (Anderson, 2021) (Butcher, 2023)
(Castillo, 2022) (Colvin, 2022).
7. A Future Path Forward? (1 Page)
I. What are the benefits of diversity and equity training? While critics of DEI
training will cite its limitations or failures, the primary goal of DEI learning is to
encourage reimagined processes of teamwork, trust, and vulnerability. When these
elements are present cross-disciplinary environments support a broader understanding
of DEI, resulting in departmental growth and a more significant impact in their
respective fields of industry (Morales et al., 2022).
II. How to make diversity and equity training effective: As with any system, there is a
constant need to re-evaluate and adjust. Research indicates that early uses of DEI
training have largely underperformed, resulting in new DEI training approaches that
focus on current barriers. Currently, new DEI training is focusing on steps that
address habits while focusing on practices that can empower employees to be the
catalyst of change (Cox, 2022).
8. Conclusion and Biblical Application (1 page)
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BUSI 646 - Managing Human Capital in Healthcare
I. In conclusion, I will examine the intent and application of DEI training within a
healthcare setting and evaluate its merits against Scripture. While Scripture affirms
equity, inclusion, and diversity, I will explore if contemporary definitions and
applications for DEI can be supported by Scripture. Finally, I will examine how HRM
can apply Biblical principles of DEI within today’s healthcare context. (McConnell,
2021) (Ro 8:29, NKJV).
References
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BUSI 646 - Managing Human Capital in Healthcare
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