Intervention plan for Valuing Diversity

Topic for intervention plan: Valuing Diversity About the topic Cultivating a diverse workforce can have great power in a corporation. Diversity can be brought about by a different race, demographic, age, residing locations, culture, or even language. Therefore, diversity is not about these categories but about anything that differences one individual from another. It could be ideas skills, thoughts, knowledge, geography, culture or opinions.

An organization can achieve diversity by including the differences among the people in the mix when making critical decisions, generating new ideas and solutions to the challenges they face internally as well as to the external clients’ needs (Sabharwal, 2014). It involves encouraging a variety of opinions, embracing new ideas and the focus on building a culture that fosters innovation through valuing of the existing differences. Why is valuing diversity an Issue Research has shown that there lacks significant diversity in the commercial industries.

Only a little percentage of companies have a 40% and above representation of diversity in their boards. This leads to a lack of maximum utilization of talent at the workplace that is necessary to innovate at a competitive level. Moreover, there is evidence that building a diverse workforce at the workplace increases productivity and employee retention. Consequently, this can positively contribute to the responsiveness of the organization to an increasingly diverse world of clients, customers as well as improve its relations with the surrounding community.

In addition, creating a diverse workforce can increase the ability of the organization to cope with change and expand the organization’s creativity overall. Creation of the intervention plan Creating an intervention plan will entail putting some factors in place. For the intervention plan to the Chief Nursing Officer (CNO) to be a success, the following areas have to be put factored in. Available resources The plan to make an intervention plan for valuing diversity will demand some resources.

First, the unavoidable resources are the ones needed during the training. To ensure that the employees are well conversant with the importance of valuing diversity, there will be a need to train them for several days (Reeves & Haanaes, 2015). This will necessitate expenses such as their daily allowances, budget to purchase equipment and other components needed in the conducting of the training. There will be finances needed to be set aside for buying basics such as pens, books, break tea, lunch among others.

The other resource that will have to be put into consideration are the inclusion of other departments into the plan. Since the intervention plan involves valuing of diversity, there will need to include heads from other departments to explain more about what their departments entail. Diversity cannot be achieved without understanding the differences that exist among the people in the workplace (Sabharwal, 2014). The other departments will have to be disrupted from their daily plan and that will need much planning and a prior engagement.

Time as resources will have to be put into consideration so that the activities of the organization are not totally disrupted. The training will have to be factored at a time when the employees are mostly free and not engaged. Moreover, the training will happen in the afternoon after the employees have carried out much of the day’s activities. Employee engagement The survival and thriving of the organization depend more on the energy, the engagement and the commitment of the employees.

The organization should strive to have a 100 percent employee engagement. A report shows that only a 15% of the workforce is engaged in their organizations (Mone & London, 2018). Engaged employees invest their talent, time and energy in their jobs and in the achieving of the organization’s goals. However, 85% of the disengaged employees continually lead to an increased loss in productivity year and year out. Having the knowledge that the employees are the most important asset in the organization, there will need to engage them fully in their daily job.

Change management principles Notably, any significant transformation in the workplace creates issues with the employees. Changes at the organization will involve promotions, jobs changes, improvement of capabilities, the addition of new skills. These changes can lead to resistant and uncertainty of the employees (King, Newman & Luthans, 2016). Therefore, dealing with such issues will require the leaders to be objective rather than reactive.

As the nurse leader, the best way to handle new changes will be to have a formal approach that starts from the top management down to the involvement of every employee and stakeholders. The approach should be developed early and adopted simultaneously with the changes in the organization. Moreover, the change management approach should be integrated fully into the daily work design and in decision making. The major principles of change management include involvement of every layer, creating ownership, assessing the cultural landscape as well as communicating the changes.

Team dynamics Team dynamics will be an essential area when it comes to intervention plan on valuing diversity. There is no teamwork if there is no valuing of diversity. The best way to practically teach the nurses how to value diversity is by involving them in a project that involves a team of people with various differences (Fapohunda, 2013). Therefore, the training will involve different members from different departments.

Implementation of the plan There is a need for an in-depth understanding of the topic and the environmental factors that affect the topic. This includes conducting formal research that will help the leader to understand the issues that surround diversity. The data collection methods can be rapid data collection, assessments, and analysis. The nurse leader should collect and analyze the information that is available on diversity. The data should be collected from every person in the organization to ensure there is no bias.

Once the data is collected, it should be analyzed so that the nurse leader can have a clear picture of the diversity level at the organization. One cannot solve a problem.