13. Core Purpose and Mission
13
To further the advancement and impact of women in the business of healthcare
The Healthcare Businesswomen’s Association is a global nonprofit organization comprised of
individuals and organizations from across the healthcare industry committed to:
• Achieving gender parity in leadership positions
• Facilitating career and business connections
• Providing effective practices that enable organizations to realize the full potential of their
female talent
Mission:
The HBA accomplishes its mission through strong business networks, education, research, advocacy and
recognition for individuals and companies.
Core Purpose:
14. Gender Parity in Healthcare – Why?
14
• Gender inequality is stubbornly persistent in the healthcare industry:
• 63% of entry level workers are women
• 58% of managers are women
• 25% of C-suite leaders are women
• Representation in the talent pipeline is critical – hiring and promotions
• Gender parity is a business issue
• Better business results – “From 2005 to 2014, boards with a higher-than-average
percentage of women outperformed those with fewer than average by 36%.”
• Better healthcare outcomes
Sources: 2018 Women in the Workplace Study, McKinsey & Co.
The Global Gender Gap Report 2015, World Economic Forum
15. Advance Your Career Through Leadership
Opportunities
15
The HBA offers hundreds of
engagement opportunities to make a
difference
• Build your leadership experience
• Increase your visibility and
professional connections
• Advance your career
16. HBA Digital Badges – Volunteer Awards
16
Volunteer Award Program
• Portfolio of awards to recognize leadership excellence among our
volunteers
• Help to quantify contributions
• Make the connection between volunteer experience and job
description
• Increase visibility
18. OUR MISSION
Healthy Pipeline
To increase the representation of black professionals at senior levels in
technology, to impact organizational innovation and growth.
• We do this by developing and nurturing these dynamic leaders
through enrichment of the mind, body and soul.
20. OUR VISION
Healthy Pipeline
By 2020, ITSMF will graduate 500 professionals through a series of rich,
developmental and career-advancing programs, and do so by being a
second family to its members and partners.
• We believe it DOES take a village.
21. • MANAGEMENT ACADEMY
• EXECUTIVE ACADEMY
• IGNITE: ENTREPRENEURIAL MENTORSHIP
PROFESSIONAL DEVELOPMENT PROGRAMS
22. WHY WE ARE DEPLOYING DIGITAL BADGES
Drivers:
• To formalize the validity of our programs as a development vehicle.
• To recognize, display and transmit the skills, knowledge and experiences
obtained during our programs.
• To validate and make visible program learning in both formal and informal
settings.
• Sponsoring companies
• Peers
• Potential employers
23. THANK YOU
Kindly Send All Inquiries to:
robert.scott@itsmfonline.org
http://www.itsmfonline.org
Housekeeping
Mention the hashtag
Slides and recording will be emailed upon completion of the broadcast
Use the chat function during the webinar, but time will be dedicated at the end to Q&A
Housekeeping and introductions
Mention the hashtag – live tweeting during the webinar
Q&A at the end of the session
Follow-up email
Poll questions
Good afternoon and thank you, Patricia. In a minute I will introduce our guests for this important topic, but I first want to provide a bit of a backdrop.
As you know, we are thought leaders at Credly. We like to look at the issue of credentials from more than the technology and instead how credentials help people connect to opportunities in their professional lives. And while that is all well and good, there are a few inequities that must be addressed. The professional world is not a level playing field….and we know it. Patricia Diaz, who you just met by voice, authored a whitepaper earlier this month on reducing gender bias. I encourage you to download it and read it (after this production, of course). These are some of the statistics cited in that paper.
We decided this should be unpacked and held up in a webinar. However, we also wanted to take this idea of inequity further. It’s not only women who are overlooked for opportunity. It’s people of color, those not educated in the US and those who are slightly graying. Despite record low unemployment, and employers saying it is hard to find qualified workers, those on the margins are disqualified disproportionately. We believe we can help change that.
In preparation, I began reading Invisible Women, and while I confess that I have not yet finished the book, I found my inspiration in the beginning on page 37. This quote comes at a point in the book where the author is reporting on how decisions about transportation planning in urban environments have been based on data solely related to men’s behavior and not women’s. It is a historical bias to first of all collect data only from men, then to make decisions on that data. So as this quote says, the fix is to improve accessibility at this point.
In this particular context she is talking about transportation, but if you think of a bus as an alternative credential, it clearly has applicability. Again, we might not be able to change what was done historically, but if we are flexible, alternative and digital credentials can be an alternative route.
So how can we improve access to opportunities with digital credentials?
A few more thoughts gleaned from the book. In social sciences and especially academia we are familiar with the idea of a double blind review. Neither side’s identity is revealed. Did you know that when applied to musical auditions, double blind auditions resulted on a greater number of women selected to the NYC Symphony Orchestra? In academia, applying a double blind protocol results in significantly increased levels or participation by women. So in other words, if you don’t know you are judging a person of color or a woman or a 60 year old, you are more likely to fairly assess their work.
Competency based hiring is receiving a fair amount of buzz in the HR community. How do we assess competencies? How are these competencies represented? Who says and so what?
Again this is where we believe that by focusing on the earner and the competencies one might communicate through a profile, an outsider can make better decisions based on better data.
Just last week, the competency project said as much. If you take a moment to think about this quote, it brings us full circle to the point of inequities. There might not be a lot we can do about the historical bias, but there is a great deal we can do about access with digital credentials.
And to that point, allow me to introduce our guests who will discuss how their organizations are making a difference.
The Healthcare Businesswomen’s Association was formed in 1977 by 5 women who recognized the need for women in healthcare to come together to exchange industry and career information and resources.
Today, the HBA is a global nonprofit organization comprised of individuals and organizations from across the healthcare industry committed to: achieving gender parity in leadership positions; facilitating career and business connections; and providing effective practices that enable organizations to realize the full potential of their female talent.
Our core purpose is to further the advancement and impact of women in the business of healthcare .
This is not a new issue; the HBA has existed for over 40 years and despite decades of awareness of the issue, gender inequality has been stubbornly persistent across all industries. Regarding the healthcare industry specifically, recent research done by McKinsey & Company indicated that while 63% of entry level workers are women, the representation decreases which each step up the career ladder. At the c-suite level, only 25% of leaders are women.
Research and data supports that ensuring representation in the talent pipeline is a critical piece of the puzzle and that companies have a role to play as well as individuals.
This is not just a women’s issue but a business issue.
The HBA is largely volunteer-driven at the local level, and as such there are hundreds of ways for our members to participate in leadership roles. In addition to the obvious networking benefits, this provides a safe and supportive environment for members to develop their leadership experience, learn new skills, and prepare themselves for career advancement.
Our volunteers consistently tell us that this experience helps them to progess in their careers. For example, one of our flagship events volunteers was told by her manager that her lack of experience leading a team was keeping her from getting a promotion. She became the chair of our large annual conference planning committee and was able to demonstrate her leadership skills by doing so. Within a year she received a promotion.
The HBA has a portfolio of volunteer awards that allow us to recognize excellence among our volunteer leaders. While the awards themselves are touted in HBA communications and help our leaders increase their visibility within the organization, we have begun using digital badges as a way to facilitate sharing of the achievement outside of the HBA.
Housekeeping and introductions
Mention the hashtag – live tweeting during the webinar
Q&A at the end of the session
Follow-up email
Poll questions
