Cultural Competence Self Assessment Tool This Questionnaire Is Inten ✓ Solved
Cultural Competence Self-Assessment Tool This questionnaire is intended to help identify your cultural competence training needs. Cultural competence refers to the ability to work in ways that recognize and respect culturally based patterns of behavior and the cultural strengths associated with people and ethnic communication different than your own. The questionnaire is intended to help assess your strengths and weaknesses in addressing the cultural diversity of your patients and colleagues. Feel free to copy this survey to use with your clinic staff members. Circle the responses that most accurately reflect your perception.
Not at all Barely Fairly well Very well 1. Do you know: The prevailing beliefs, custom norms or values of ethnic communities you serve? How health/illness is defined by members of the different ethnic communities in your area? What languages are used by the ethnic communities in your area? . How well are you able to describe the strengths of a given ethnic community? .
Do you attend cultural, ritual, or ceremonial functions sponsored or presented by ethnic groups? . Do you have access to professionals or others who can give you insight and respect to understanding or reaching out to members of ethnic communities? . Does the waiting room in your office or any of the exam rooms have magazines, books, art work or cultural artifacts reflecting the ethnic communities that your serve? None A few Some Many UCare Provider Manual Revised January . To what extent do you know the following risk factors of the ethnic communities in your service area?
Not at all Barely Fairly well Very well Infant mortality rates Life expectancy rates Disease prevalence Educational attainment Geographic location Income differentials Unemployment rates . To what extent do you know the following characteristics of your patients of diverse cultures? Not at all Barely Fairly well Very well Social History (how they came to reside in your area) Role of family/elders in decision making Availability and accessibility to social service agencies Basic health expectations Add up your total score and then check the following scale to determine your level of cultural competence. 55-72 Culturally competent 37-54 Knowledgeable of diversity 19-36 Minimal cultural awareness 18 or below Culturally unaware Developed by The Center for Cross-Cultural Health, Through the Eyes of Others: Intercultural Resource Directory for Health Care Professionals –Adapted with permission from James Mason.
UCare Provider Manual Revised January 2010 Preamble This case group project involves the development of an HR (and/or Workforce) Scorecard. This case will provide you with an understanding of the firm's business-level balanced scorecard. Your task will be to translate this into an HR (and/or Workforce) Scorecard, and to design the associated infrastructure to ensure its successful implementation. Please address (at a minimum) the following questions in your analyses. 1.
What is the firm's competitive strategy? What are its associated operational goals? Focus Strategy: -Apex has a unique product with a specialized market -Currently leads in this market segment because of their quality of product. -Offers customized products to customers -Can potentially hinder growth due to small size of the company, and the labor intensive work that is put into their products -Threatened by other larger companies (Microsoft) who are trying to expand into the market. -Cost cutting strategy is resulting in lower quality standards of the product and unhappy customers Operational Goals: -Create a more universal HR organizational structure that allows less autonomy for departments and more teamwork within departments -Create marketing strategies to stay ahead of new competition -Update pay for performance initiatives to show accountability -Improve product quality -Restructure training -Create tiered advancement opportunities for high performers -Improve recruiting practices/“hiring for promotability†-Improve performance appraisal system to make it beneficial to the employees and less of a chore for managers 0.
Create a strategy map for this organization. 0. What are the "A" jobs in this business? What does "A" performance look like in these "A" jobs? a. A jobs: A jobs in Apex are going to represent the jobs that are going to be important moving forward with their implementation of the new initiative i.
Systems design → i. System designer (information technology dept.) a. This role helps to design documentation for the development and integration of the new computer system and how they relate to the needs of the business ii. Systems Engineering → 1. Customer Service System Engineer a.
Essential for technical management, development of new customer service software, and the acquisition of the software into company practices iii. Marketing → 1. Product Marketing Professional → a. Helps to promote Apex’s product with relation and help from their new customer service software 1. Market Research Analyst → b.
Important to research the market for how other companies are promoting their service to customers iv. Compliance → 1. Compliance Officer a. Helping to ensure that the new customer service and cost-efficiency program is running legally and ethically in ‘compliance’ with industry regulations v. Human Resources → 1.
Training and Development Specialist a. One of the most important A jobs because of the direct correlation with training employees (new and old) how to use the customer service software initiative 1. Based on the firm's strategy and operational goals, how can the HR function help create value for shareholders and other key constituencies? As a senior HR manager, what competencies and workforce attributes will you commit to the CEO to deliver? From an HR Perspective, there are several ways in which the HR function can help create value for shareholders and other key constituents.
First looking at their HR management system by itself, there are many elements that need to be changed or restructured to leverage the key assets of the organization appropriately. How their current HR system is currently defined just so happens to be everything that is wrong with the organization from an operational perspective. To better create value for shareholders and constituents, we need to make a lot of internal structural changes to adjust our trajectory. Knowing that their current HR function and organizational structure is defined as “silos†is the first alarming issue that needs to be fixed. A silo is essentially divisions that operate completely independent from one another and avoid sharing information.
This prevents divisions from understanding how their role fits in the overall objective and can lead to having tunnel vision, unable to keep the big picture in their peripherie. It is imperative that we formulate a new function and system that changes this. To create value, we have to work better cross functionally and multilaterally to share information across teams to promote more transparency. This will lead to a natural increase in efficiency as divisions are better equipped with the requisite knowledge to understand how their efforts impact other divisions and contribute to the overarching objective of the firm. 0.
Based on the above, what specific HR policies and practices must be in place how does the HR function need to be organized to deliver the "deliverables?" 1. What will the HR (and/or Workforce) scorecard look like? You can use the approach we've used in class, or any other approach that makes sense to you (the latter is actually encouraged). Be sure to include objectives, measures, and initiatives (don't worry about targets). 2.
Who will "own" each of the measures in your scorecard? How often must they be updated? 3. How will you communicate your measurement system throughout the firm? When communicating the measurement system throughout the firm it is important to start at the head of each department or team and have the information be communicated in that way.
It is important that the employees are utilized as tools to spread this communication. 0. Measurement systems often highlight the performance of high and low performing managers and units. How will you roll out your measurement system and persuade (often) skeptical managers to use it?
Paper for above instructions
Title: Cultural Competence Self-Assessment and HR Scorecard DevelopmentIntroduction
Cultural competence is essential in today's diverse workplace, as it fosters an environment that recognizes and respects the various cultural backgrounds of staff and patients. A key component of fostering cultural competence lies in the self-assessment of healthcare professionals. Additionally, the implementation of a balanced Human Resources (HR) Scorecard is critical for aligning HR practices with the strategic objectives of a company. This paper analyses a cultural competence self-assessment tool, followed by the proposition of an HR Scorecard aligned with the operational goals of a hypothetical company named Apex.
Cultural Competence Self-Assessment
The Cultural Competence Self-Assessment Tool is designed to evaluate an individual’s understanding of the cultural nuances of the communities they serve. Questions range from awareness of the prevailing beliefs of ethnic communities to knowledge about health-related practices and community engagement.
Analysis of Self-Assessment Tool
1. Understanding of Community Culture:
Knowledge about the cultural beliefs and practices of the communities served is fundamental in providing effective healthcare (Sue et al., 2016). Respondents must evaluate their awareness not only of customs but also of the healthcare perspectives prevalent in these communities. Service providers who possess a solid cultural understanding can yield better patient outcomes (Murray et al., 2020).
2. Engagement with Ethnic Communities:
Attendance at cultural events fosters relationships and enhances understanding. Continuous engagement with diverse populations can lead to stronger trust-building, which is paramount for healthcare fidelity (Pérez-Rodríguez et al., 2019).
3. Demographics & Health Metrics:
Awareness of demographic factors such as life expectancy, disease prevalence, and socio-economic status is crucial for tailoring health interventions effectively (Anderson et al., 2021).
Organizational Cultural Competence Scale
Scores derived from the self-assessment can guide future training initiatives. Levels are categorized as follows:
- Culturally Competent (55-72): Demonstrates a comprehensive understanding of cultural diversity and effective communication with various groups.
- Knowledgeable of Diversity (37-54): Possesses a reasonable understanding but requires further training.
- Minimal Cultural Awareness (19-36): Shows limited awareness of cultural issues impacting care.
- Culturally Unaware (18 or below): Lacks essential understanding of cultural competence.
HR Scorecard Development
Apex, as a company focusing on custom product quality in a niche market, requires an HR Scorecard that aligns with its competitive strategy and operational goals. The goal is to mitigate competition and improve organizational performance by evolving HR practices.
1. Competitive Strategy and Operational Goals
Apex's focus strategy centers around quality customizations. The following operational goals arise:
- Establishing a universal HR structure to enhance collaboration.
- Implementing robust marketing strategies to fend off emerging competitors.
- Improving product quality and employee engagement through revised pay-for-performance structures.
- Developing tiered promotion paths for high performers.
2. HR Scorecard Framework
Based on the above objectives, the scorecard components include:
| Objective | Measure | Initiative | Owner | Frequency |
|-------------------------------------|--------------------------------------|-------------------------------------|-----------------------------|-------------------|
| Enhance Collaboration | Employee feedback scores | Cross-training programs | HR Director | Bi-annual |
| Improve Product Quality | Customer satisfaction surveys | Quality assurance trainings | Quality Assurance Manager | Quarterly |
| Optimize Employee Engagement | Employee retention rates | Implementation of tiered promotions | HR Manager | Annual |
| Strengthen Marketing Position | Market share percentage | Targeted marketing campaigns | Marketing Director | Monthly |
3. Ownership of Measures
Each metric must have a dedicated owner responsible for the timely update of data, facilitating accountability and clear communication regarding the progress towards strategic objectives. For example, the HR Manager will be responsible for retention rates, ensuring regular assessments of employee satisfaction and necessary adaptations.
4. Communication of the Measurement System
Effective communication of the measurement system across departments is crucial. This can be accomplished through a top-down approach, starting with department heads who can disseminate information to their teams. Additionally, using intranet platforms and regular meetings can bolster transparency and encourage a culture of collaboration (Harper et al., 2021).
5. Addressing Skepticism Around Measurement
To encourage high and low-performing managers to embrace the measurement system, HR must clearly communicate the benefits (Lockwood, 2014). Workshops can be held to demonstrate how metrics can be leveraged to identify performance gaps and opportunities for development. Engaging managers in conversation about personal and departmental goals ensures alignment with organizational objectives and mitigates resistance (Mason et al., 2018).
Conclusion
Cultural competence and HR scorecards are intertwined in fostering organizational effectiveness. With appropriate cultural competence training and a structured HR scorecard, organizations like Apex can position themselves effectively in their respective markets. By embedding these competencies into the organizational culture, health outcomes can improve, while fostering deeper trust and commitment from employees and clients alike.
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References
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2. Harper, S. D., Agboola, S. O., & Evans, J. E. (2021). Communicating HR metrics: Understanding and addressing perceptions. HR Review, 17(3), 203-221.
3. Lockwood, N. R. (2014). The role of human resource management in organizational effectiveness. Society for Human Resource Management.
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6. Pérez-Rodríguez, E., Bruce, B., & Capistrán, S. (2019). Community engagement and cultural competence in integrated care. International Journal of Integrated Care, 19(4), 23-29.
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