UC Davis Health is developing a roadmap for diversifying the healthcare workforce

How can health care systems increase diversity and inclusion in their workforce?

Recognized by Forbes as a “Best Employer in California,” UC Davis Health has developed a roadmap to increase workforce diversity across the industry. While California banned the consideration of race or ethnicity in public agency hiring in 1996, UC Davis Health has since come up with a holistic outreach and local hiring plan that has proven effective. And that approach is now receiving global attention through a new case study published in the January 2024 issue of the New England Journal of Medicine Catalyst.

The case study provides a step-by-step guide for medical centers and institutions seeking to diversify their healthcare workforce. It showcases some of UC Davis Health’s successful recruitment efforts as a community-based institution.

Evidence shows that UC Davis Health continues to distinguish itself as a national leader in workplace diversity and health equity while educating the next generation of health care providers and research innovators. These trainees are our future. They see first-hand how DEI (diversity, equity and inclusion) enriches all patient care and will become ambassadors for equity wherever they work.”

David Lubarsky, chief executive officer and vice chancellor for human health sciences at UC Davis Health. Lubarksy is also a co-author on the paper

UC Davis Health has received several national awards for diversity, health equity and community engagement.

Diversifying the workforce through a locally-based recruitment strategy

Diversifying a workforce requires commitment from the executive leadership team and their direct reports at every level of hiring. The goal is to create a workplace where everyone belongs.

For this reason, the talent acquisition team at UC Davis Health in the Department of Human Resources has focused on cultivating a diverse and local workforce through strategic outreach efforts.

“Diversity, equity and inclusion are core principles of our recruiting strategies,” said Lyndon Huling, interim chief for the Talent Acquisition Unit and co-author of the case study. “We apply these values ​​to our approach to outreach. We know that a diverse and local workforce fosters innovation, improves patient outcomes and makes UC Davis Health an employer of choice.”

A 2019 community health needs assessment identified 10 ZIP codes within a 20-minute drive of UC Davis Medical Center in Sacramento with the greatest socioeconomic and health needs. In response, UC Davis Health is committed to hiring and investing in the communities of these zip codes.

The Office of Health Equity, Diversity and Inclusion (HEDI) led this initiative and worked with HR to prioritize local hires from these neighborhoods. They launched the Anchor Institution Mission (AIM) for community health. AIM represents UC Davis Health’s commitment to leveraging its financial and human power to improve the health and well-being of the local community.

“We wanted to use our presence in the community to increase local recruitment,” said Victoria Ngo, co-first author of the case study and a postdoctoral researcher at UC Davis Health. “Targeting outreach to local Sacramento neighborhoods is just one way the anchor foundation’s mission is focusing its efforts on reducing disparities over the long term.”

The AIM initiative builds on the university’s ability and willingness to tackle complex problems like poverty through innovation, collaboration and community building.

“Tackling poverty and other social determinants of health is a daunting task. Yet it is very near and dear to UC Davis’ heart and mission as a land-grant and healthcare institution,” said co-first author Hendry Ton, associate vice chancellor for HEDI; He is also a clinical professor in the Department of Psychiatry and Behavioral Science at the UC Davis School of Medicine. “We are taking a vital step toward becoming an enduring community partner trusted with our commitment to the well-being of California’s diverse communities. We hope this work will inspire other organizations to do the same.”

DEI’s dedicated leaders have been involved in the design and implementation of outreach, recruiting, hiring and onboarding efforts for new employees from AIM communities. The process included educating UC Davis Health leadership, managers and staff about the benefits of local hiring. Recruitment of new workers from these communities dropped from 12% in the year before implementation to 15% in the first year of implementation and then to 17% in the second year.

“Our AIM initiative creates meaningful connections between our local communities and our employee groups. This dynamic defines why UC Davis Health is a foundational pillar in Northern California and a trusted partner for many—especially those who have historically lacked access in care, education and employment,” Lubarsky added.

Future Steps for UC Davis Health

UC Davis Health aims to employ 20% of its workforce from AIM communities to meet the needs of the diverse communities of tomorrow. Achieving this goal requires mission-driven, community-based hiring practices and further development of employee retention and advancement programs.

This means:

• Ongoing assessment and support for an inclusive work environment
• Programs that foster a sense of belonging, particularly for underrepresented groups
• More career development and mentoring for entry-level employees
• More opportunities for staff to make and maintain meaningful connections with their local communities

“Significant work remains to be done, and we will rise to this challenge,” Lubarsky said. “We continue to develop innovative ways to foster an inclusive environment for patients, employees and students.”