Yuma Regional Medical Center (YRMC) is proud of having a diverse work force that represents the community and the patients it serves. That work force diversity includes ethnicity, cultural background, gender, age, economic means, physical and mental ability, family settings, educational levels, and religious beliefs.
By valuing diversity, YRMC seeks to achieve an environment where the total spectrum of differences is valued and integrated into every aspect of the hospital. YRMC classifies its various dimensions of diversity as human, cultural and systemic. Human diversity refers to the physical characteristics or life experience of an individual. Cultural diversity is characterized by fundamental beliefs, attitudes, assumptions, values and personal characteristics. System diversity is characterized by the integration of organizational structures and management operating systems where differences are involved or implicit.
YRMC strives not only for diversity within its walls, but also outside of them. The YRMC Community Outreach Team allows employees to connect with Yuma’s many diverse cultures. The program focuses on meeting the needs of winter visitors, migrant workers, military personnel, as well as the elderly, uninsured and Spanish-speaking population.
Lee A. Barnett’s dedication to diversity and Valley youth already is bearing fruit.
Barnett, the director of technology at American Express’ Valley operations, has been a member of the Diversity Leadership Alliance’s (DLA) board since 2007. He has been key in developing the DLA Youth Council, which assists high school sophomores, juniors and seniors to transition to higher education and work force readiness. The council also develops leadership skills among youth that are aimed at building an inclusive community.
Under Barnett’s guidance, the three-year-old DLA Youth Council has grown from 24 students to 120 students participating in monthly workshops. At this year’s DLA Youth Council ceremony, 12 students from several Phoenix-area high schools received recognition. They in turn expressed their gratitude for the confidence, support, and diversity awareness and training that DLA provides.
One student stated: “I went into the DLA being someone who preferred their own ideas and thoughts over others. I am extremely proud to say I am leaving the DLA being a person who now respects, accepts and is grateful for different ideas.”
Barnett’s dedication to the Youth Council is opening new horizons for many diverse high school students throughout the Valley.
Serving 10 Native American tribes, the Northern Arizona Regional Behavioral Health Authority (NARBHA) has made a commitment to upholding diversity and cultural sensitivity in order to provide high-quality care to its patients.
NARBHA is the Regional Behavioral Health Authority for Coconino, Navajo, Yavapai, Apache and Mohave counties, serving more than 700,000 people throughout 62,000 square miles of Northern Arizona.
In 2001, NARBHA established a cultural competency plan as required by the Arizona Department of Health. The following year, NARBHA developed the Cultural Awareness and Diversity Committee, which uses community input to annually update the cultural competency plan. In 2003, the co-chair of the committee saw a gap in communications between NARBHA and the 10 tribes NARBHA serves. To improve coordination with the tribes, NARBHA created a new position called the Tribal Liaison.
The development of the cultural diversity committee, the cultural diversity plan, and employees devoted to cultural inclusion has improved NARBHA’s ability to provide services to diverse populations. The initiative has broken down barriers to tribal members’ access to care, created culturally responsive behavioral health programs in treatment clinics, and increased awareness statewide of the unique needs of diverse, rural communities. In addition, NARBHA focuses its hiring efforts on developing a work force that reflects the diversity and language needs of the community.
The Spanish word for “leader” is “lider.” It’s no surprise that LIDER is the name of Cox Arizona’s 12-week Leadership Development Program. The program was created to introduce the company’s frontline bilingual (Spanish/English) employees to leadership, and to develop future leaders that will help Cox grow its Hispanic customer base.
LIDER provides education on the leadership roles at Cox and Cox’s core competencies (influencing others, producing results, communication skills). The program is structured to address the uniqueness of Hispanic culture, and the combination of multiple cultures and languages in a business environment.
The four-year-old LIDER program is facilitated by the Cox Internacional leadership team and was developed through a collaborative effort of the company’s Arizona care, field training and human resources. Candidates are provided extensive development plans, participate in presentations by the local executive leadership team, review core leadership competencies, book reviews, and are given a final project that is presented in front of the Cox Arizona executive team. The program is cross-departmental and has seen a 33 percent promotion rate.
Development programs such as LIDER help to grow Cox’s diverse employee base. The company’s leadership team, from executives, VPs, directors and managers, participates and actively promotes self-development and growth.
Veolia Transportation is committed to creating an environment of diversity and inclusion. Through its Diversity and Inclusion Program, Veolia’s overall human resource strategy includes recruiting, hiring, promoting, engaging and retaining the company’s diverse talent.
Veolia’s Diversity and Inclusion Program began with revamping the entire recruiting process to ensure Veolia became an Equal Opportunity Employer. Once on board, Veolia provides an employee orientation program that includes diversity training. In addition, all existing employees completed a diversity training class in 2008. Awareness and education regarding diversity have continued with the production of a monthly diversity newsletter. Also, an internal Mentoring Program was created to provide opportunities for new hires to be partnered with seasoned employees.
The need for a culture change was imminent at Veolia Transportation of Tempe. Due to a poorly run operation, new leadership was sought. A new, diverse team was brought together in 2007 to help transform the performance of the operation and improve the overall morale of employees. The diversity training initiative helped “create an environment of respect for our differences and inclusion.” Soon, Veolia’s slogan of “Together We CARE” became real. CARE stands for commitment, accountability, respect and empowerment. These are four values that are consistent with Veolia’s everyday operations in Tempe.