Healthcare is an industry of people caring for people. The team-based nature of care delivery requires the contribution and collaboration of many individuals. Building a culture founded on connection, trust and partnership can lead to dramatic and sustainable results. As we struggle with healthcare workforce shortages, employers need to be a magnet to attract and retain faculty and staff. The strength of the organizational “magnet” lies in its culture. To that end, leaders must drive deliberate focus on culture shaping, creating a more diverse and inclusive environment to advance healthcare equity.
At The Ohio State University Wexner Medical Center, this focus continues to evolve. Leaders, faculty and staff throughout the medical center contribute cultural shaping efforts through a myriad of programs and groups that aim to enrich workplace climate and the team makeup. The intentional approach to improve cultural humility, diversity, equity and inclusion yields meaningful outcomes.
One of the medical center’s strengths lies in its robust employee resource group structure. The ERG committee of the organization’s diversity council features 10 groups, each supported by a pair of executive sponsors. The ERGs receive funding from the medical center and form a network of teams that actively engage, support and drive inclusion efforts across the organization. ERGs provide the opportunity for faculty and staff to participate in training programs, celebrations and advocacy efforts, among other initiatives. They offer a voice for faculty and staff who may have previously felt mis- or under represented.
A cornerstone of the medical center’s commitment is reflected in the diversity council’s cultural humility and patient-centered care curriculum and participation. Over 24,000 faculty and staff completed 40,000 curricular courses in this past year, a 13% increase from the prior year. Through comprehensive training, faculty and staff are equipped with the tools to achieve National Culturally and Linguistically Appropriate Services Standards and navigate the intricacies of optimizing care for diverse populations. These actions allow the organization to serve patients and families in more than 100 different languages.
To further strengthen competency development, staff can earn a certificate of inclusive excellence, which is a way for them and faculty to demonstrate their commitment and advance their knowledge to foster inclusive excellence for their patients, the communities they serve and for each other. The program was developed in partnership with key stakeholders that include the ERGs, the Office of Institutional Equity, the Diversity Council, patient advisories and the health science colleges. The program saw a 64% increase in prior year completions, which included 650 individuals earning the certificate of inclusive excellence and 485 individuals achieving the “Champion” level, which requires completing 12 training sessions. Eight individuals achieved the “Ambassador” level, the highest rating, requiring 22 training hours plus a completed capstone project. The total level of engagement showcases the depth of commitment among faculty and staff to actively contribute to fostering an inclusive culture.
Leading by example was displayed in fiscal year 2020 when the executive leadership team, Faculty Experience Group and Diversity Council prioritized implicit bias mitigation. The kickoff included the top 200 leaders completing the classroom or the Kirwan Institute online implicit bias mitigation module. This was followed by a robust voluntary response by faculty and staff, with nearly 50,000 training completions in the past three fiscal years.
In addition, for fiscal year 2023, there were 37 self-directed cultural humility and patient-centered care training options in the curriculum.
OSU’s forward-thinking initiatives include diverse healthcare workforce development programs tailored to cultivate future talent (see chart below). The Diversity Equity and Inclusion Digital Marketing Internship Program, the Buckeye Diversity Summer Internship Program, the Diversity Mentorship Program and the Inclusive Leadership Development Program all play pivotal roles in growing a skilled and diverse healthcare workforce. These initiatives not only provide opportunities, they actively contribute to breaking down barriers to entry and advancement.
Leader Development Programs
These pathway programs focus on identifying and developing future leaders who have an interest in serving historically marginalized and minoritized groups. This approach not only enriches the talent pool, it also fosters an environment where different perspectives converge to drive innovation, excellence and belonging.
The return on investment for these culture-shaping initiatives is seen in outcome measures from the workforce engagement survey. In the 2023 survey, over 14,000 faculty and staff shared their voices, representing colleagues across all mission areas: clinical, research and education. In addition, English was a second language for respondents speaking 10 different languages. DEI scored as the highest rated domain in the survey across the medical center at 80% favorable. This impressive result helps to validate the investment and effectiveness of a robust culture-shaping strategy grounded in human connection.
The results and experience suggest other healthcare organizations may benefit from deliberate programming and development efforts. Through a robust ERG structure, impactful training achievements and forward-thinking talent pathway development programs, The Ohio State University Wexner Medical Center is actively fostering a culture of belonging and excellence. As we reflect on these achievements, it is evident that inclusive excellence is not just a goal but a guiding principle that can propel healthcare organization transformation.
Organizations that foster genuine connection, invest in development and reflect the communities they serve will lead the way to healthcare equity. As the expression goes, “culture eats strategy for lunch.” Cultural change is not an organic process, but rather requires an intentional effort to mold, shape and evolve over time. Efforts such as the ones described in this article offer insight into the impact these programs can have to make a meaningful difference day to day and year over year.
Dennis Delisle, ScD, FACHE, is executive director, University Hospital, Brain and Spine Hospital, and Richard M. Ross Heart Hospital, Milly Valverde is director, Destination Medicine Global Health Care, and Leon McDougle, MD, is chief diversity officer and associate dean for Diversity and Inclusion, with The Ohio State University Wexner Medical Center.