Question

For the past 20 years, Metropolitan Hospital celebrated the fact that 30 percent of its new hires in management positions had been women and/or minorities. The hospital assumed that with such a practice, women and minorities would eventually represent 30 percent of their top executives (director level and above), but something unexpected happened. Five years ago, the hospital became concerned that its diversity retention efforts were not producing results. Instead of seeing an increase in the number of women and minorities in executive positions, the organization was observing a decline. Talented employees were leaving, draining the pool of capable people.

To address this problem, the hospital founded the Task Force on Retention and Advancement of Women and Minorities in Executive Positions. This task force aimed to pinpoint the reasons that these employees were leaving by conducting a massive information-gathering initiative. The plan included interviewing employees at all levels, conducting exit interviews when an employee left and reaching out to former employees. The team uncovered three main areas of concern through the initiatives: (1) limited opportunity for advancement, (2) lack of mentoring and training programs and (3) balancing work and family.

In response to these findings, Metropolitan Hospital retooled the workplace, renewing its commitment to flexible work arrangements, reduced workloads, flex time, and offering tuition reimbursement. The hospital also developed plans for onsite training programs, company-sponsored networking and formal career planning for employees. Since these initiatives were implemented, the results have been positive. Retention of women and minorities at all levels has risen and turnover rates of those in management positions (just below the director level) declined. In addition, the hospital promoted the highest percentage (21 percent) of women and minorities into director level and above positions in its history.

Metropolitan Hospital is now basking in its new reputation as a diverse employer. This gives the organization external recognition in the marketplace, which helps with recruiting efforts and enhances its reputation in the community.

1.How and why did the problems at Metropolitan Hospital occur in the first place?

2.How did the changes address the underlying problems?

3. What managerial actions are required to successfully implement a diversity program?

Answer 1

1: The problem happened majorly because of lack of proper HR management policy in the area of managing diversity of cukture, gender, employee retention, career guidance. The controlling and monitoring mechanism was not properly connected with the requirement. The employees were under huge work pressure, they dont have career advancement scope and was unable to manage work and personal life. There was no mentoring and training program in place to bridge the gap and guide the employees and to motivate them.

2: The changes address in the following areas

• Empowerment of women employees ( providing them adequate opportunity to advance their careers)
• Ensure proper work life balance to the employees by reducing the workloads
• Onstite training programs (which helps in understanding cultural diversity and upskill themself)
• Mentoring and guidance ( which provides motivation and career advancement).

3: Inorder to successfully implement a career program managerical actions are required in the area of designing the cultural diversity program, ensurng the participation and co-operation from all employees, Right team blending and ensure team work and contribution from all the team mates,providing enough motivation and address the concern from employees and resolve the conflicts associated with it. Proper control and monitoring mechanism should be in place to review and redesign the cultural diversity programs. Mentor and guide employees and provide platform to foster their bonding which results in team success.