Workforce Race Equality Standard (WRES) Report

Transcription

1 Workforce Race Equality Standard (WRES) Report Page 1 of 17

2 1 The NHS Workplace Race Equality Standard (WRES) Background and Introduction 1.1 The WRES has been included in the NHS standard contract, and the Care Quality Commission (CQC) will now strengthen their consideration of performance against the Standard indicators in their inspections, under the Well Led domain 1.2 Data is analysed to meet the requirements of nine indicators - 4 specifically for workforce data; 4 based on national staff survey; and 1 on Board composition. 1.3 CQC look for evidence of Board level commitment to driving improvements against the Standard indicators 1.4 For some of the indicators, a three year trend has been provided to help the Trust to assess progress and direction of travel. 2 Workforce Indicators The standard indicators workforce data 2.1 Trust s overall workforce profile as of 31 March 2018 not an indicator We have analysed the Office of National Statistics (ONS) data set on Working Age Annual Population Survey by Ethnicity (Jun 2017), extracted from NOMIS website ( This shows that in the Trust s area of operation the overall BME working age population (16-64yrs) is 8.6%. Therefore, the Trust s BME workforce of 11% is a healthy representation. Overall the total workforce numbers have increased slightly as has the number of BME staff from 458 in the previous reporting year to the current 471 BME staff. Staff not declaring their ethnicity reduced from 3% in the previous reporting year to the current 2%. The Trust still has a very good declaration rate amongst our peers. Page 2 of 17

3 WRES Indicator 1: Percentage of staff in each of the Agenda for Change (AfC) Bands 1-9, VSM (including executive Board members) compared with the percentage of BME staff in the overall workforce. 2.2 The purpose of this change is to help organisations to identify career progression blockages that surface within bands 1 7, in addition to potential blockages within the senior management bands. 2.3 For this indicator, NHS England advises that organisations should undertake calculations separately for clinical and non-clinical staff. 2.4 The indicator is calculated as below (and in accordance to NHS WRES Technical Guidance): (a) Number / percentage of BME and staff in overall workforce compared to the total number in overall workforce (b) Number of BME / percentage staff in AfC Bands 1 9 and VSM (Clinical and Non-Clinical) compared to the total number of staff in those bands. 2.5 The data is based on substantive and fixed-term contracts; bank staff are not included. 2.6 In reporting on this indicator, we have not included those who did not declare their ethnicity. 2.7 It must also be noted that some staff, both White and BME, who may have two roles at different bands within the organisation, so they are likely to have been counted twice in our data. Band - Non Clinical Headcount Total Headcount White % White Headcount BME % BME BME / White % Difference Under Band % % Band % % 60.6% Band % % 46.7% Band % % 88.2% Band % 8 3.7% 91.6% Band % 7 8.0% 82.8% Band % 6 8.5% 78.9% Band % % 72.0% Band 8A % 0 0.0% 95.7% Band 8B % 0 0.0% 100.0% Band 8C % 0 0.0% 100.0% Band 8D % 0 0.0% 100.0% Band % 0 0.0% 0.0% VSM % 0 0.0% 80.0% Total % % 79.4% Page 3 of 17

4 Band - Clinical of which Non-Medical Headcount Total Headcount White % White Headcount BME % BME BME / White % Difference Under Band % 0 0.0% 0.0% Band % 0 0.0% 0.0% Band % % 28.1% Band % % 60.0% Band % % 79.6% Band % % 65.2% Band % % 83.0% Band % % 90.7% Band 8A % % 84.8% Band 8B % 1 2.1% 89.4% Band 8C % 2 7.7% 80.8% Band 8D % 0 0.0% 100.0% Band % 0 0.0% 100.0% VSM % 0 0.0% 100.0% Total % % 75.3% Band - Clinical of which Medical & Dental Headcount Total Headcount White % White Headcount BME % BME BME / White % Difference Consultants % % 50.4% - of which Senior Medical Staff Non-consultant career grade 0 0.0% 0.0% 0.0% % % 43.6% Trainee grades % % 66.7% Other % 0 0.0% 0.0% Total % % 54.8% Of the overall 11% of BME staff 3.5% (15) are in bands 8-9 and VSM within clinical (non-medical) posts and non-clinical posts. There are no BME staff in bands 8 9 and VSM in non-clinical roles. The overall percentage difference between White and BME staff in Clinical and Non-Clinical roles are: - 79% in Bands 1 9 and VSM for Non-Clinical staff compared to 82% during the previous reporting year Page 4 of 17

5 - 75% in Bands 1-9 and VSM for Clinical (non-medical) staff compared to 76% during the previous reporting year. - 55% for Clinical (medical & dental) staff compared to 60% during the previous reporting year The above data indicates that there is a ceiling at band 7 in non-clinical roles for BME staff and at the upper levels of bands 8 for clinical roles. 3 year comparative trend: 2.8 The three year trend of BME / White staff representation in bands 8-9 and VSM, shows that the percentage of White staff representation in these bands (in comparison to their overall representation in the workforce) remain relatively constant. However, the percentages of BME staff in these pay bands (in comparison to their overall representation in the workforce) have been decreasing over the last three reporting years. 2.9 The data indicates that BME progression into senior management roles has not been developed as the Trust might have hoped. One of the reasons for this is that the Trust had developed a draft Leadership and Talent Management Strategy during the previous reporting year, but this had not been taken forward for further development. This will need to progressed through the Head of Learning and Development 2.10 Recommendation: Accountability: Director of Human Resources / Medical Director The Trust s Head of Learning and Development, Organisation Development Manager and E&D Advisor to: (a) influence further development of the Leadership and Talent Management Strategy; (b) use the relevant staff survey data to understand perceptions of career development in the Trust; (c) promote the culture of coaching and mentoring at senior levels to enable talent growth. Page 5 of 17

6 WRES Indicator 2: Relative likelihood of staff being appointed from shortlisted across all posts 2.11 There were lesser numbers of both White and BME applicants being shortlisted than in the previous reporting year. For White applicants shortlisted, the number fell from 6380 to 5460 (920 less); and for BME applicants the number fell from 2313 to 1556 (757 less) 2.12 The relative likelihood of White staff being appointed from shortlisting compared to BME staff is 1.15 times greater. This is an improvement from 1.86 times more likely in the previous reporting year, which shows that there is a greater chance of BME staff being recruited after shortlisting. 3 year comparative trend: 2.13 The relative likelihood of White staff being recruited after shortlisting compared to BME staff is at its lowest in three years. This is a positive result in terms of reducing disparities in the recruitment and selection processes. The Trust is placing an emphasis on supporting managers in all aspects of recruitment and retention, and as part of this work will continue to monitor this indicator. We believe that a likely reason for this outcome is that managers who recruiting are better supported by HR colleagues Recommendation: Accountability: Director of Human Resources: The Trust s Resourcing Lead and E&D Advisor to work together to (a) review recruitment and selection guidance for managers to ensure diverse channels and methodologies for recruitment are explored; (b) assess E&D elements in the recruitment and selection training to ensure managers understand their responsibilities. Page 6 of 17

7 WRES Indicator 3: Relative likelihood of staff entering the formal disciplinary process, compared to that of White staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation Timescale - Apr 17 Mar 18 White BME Not declared Number of Staff in workforce Number of staff entering the formal disciplinary process 1.3% (48) 3.4% (16) 3.3% (3) 2.15 There was an increase in BME staff entering into formal disciplinary processes from 5 in the previous reporting year to the current There was an increase in White staff also from 40 in the previous reporting year to the current BME staff are now 2.5 times more likely to be involved in formal disciplinary process than White staff, which is an increase from year comparative trend: 2.18 Since the previous reporting year, the relative likelihood has increased, and is now greater than it was during 2015/6 reporting year. Since the last reporting year, the Trust has encouraged managers at all levels to better fulfil their management duties, including strengthening commitment to create safe, and ethical practices. This may be one of the reasons of disciplinaries for both White and BME staff had increased in the current reporting year. However, the relative likelihood has increased for BME staff which the Trust needs to investigate the reasons for Recommendation: Accountability: Director of Human Resources: Head of Workforce Planning, Reporting and HR Services and the Trust s E&D Advisor to assess disciplinaries against (a) Groupings (e.g. maltreatment of patient, failure to fulfil the requirement of the role, gross misconduct etc.) by ethnicity; (b) outcomes of disciplinaries; (c) and prevalence of disciplinaries by service areas. The above assessment to be reported to the Strategic Workforce Group to ensure employees are managed in a supportive, consistent, fair and effective manner, to encourage an acceptable level of conduct, whilst safeguarding the Trusts interests, service users and colleagues. Page 7 of 17

8 Indicator 4: Relative likelihood staff accessing non-mandatory training and CPD training % (1829) of all White staff accessed non-mandatory and CPD training. This is an increase from 37% in the previous reporting year. In comparison, 61% (136) of all BME staff accessed raining, which is a sizeable increase from 30% in the previous reporting year The relative likelihood of White staff accessing non-mandatory training and CPD as compared to BME staff is 0.8 times the greater. This is a decrease from the previous reporting year when it was 1.28 times the greater. 3 year comparative trend: 2.22 The data for this indicator shows that proportionally a greater percentage of BME staff are accessing training than White staff. The three year trend of the relative likelihood of White staff accessing nonmandatory and CPD training compared to BME staff shows a move towards achieving parity. One of the reasons for the closeness in parity is the establishment of the Workforce Development Fund and its process of centralised applications and consistency in decision making on allowing access Recommendation: Accountability: Medical Director Continue to monitor access to WDF and undertake an Equality Impact Assessment to understand how and if the WDF process is contributing to bias free access, and increased confidence of staff. Page 8 of 17

9 The standard indicators staff survey data National NHS Staff Survey findings We have assessed data relating to each of the 4 staff survey indicators required for WRES. Data has been extracted from the National NHS Annual Staff Survey It is important to take into account the following information: a) The table shows the BME / White profile of staff respondents for 2016 and 2017 staff survey. It shows that there was an overall increase in staff responses for 2017, and more BME staff responded to the survey than in previous year. Comparison of Staff Survey Respondents by Ethnicity 2017 Staff Survey 2016 Staff Survey Overall total response to whole survey Total White Respondents Total BME respondents Total Ethnicity unknown b) For each of the indicators below, the total number of White, BME and Not Stated respondents to each question is given (except for indicator 6 see below). c) The data in the tables for each indicator is based on the total number of BME, White and (where reported) Not Stated respondents to each question and not to overall number of respondents to the whole survey. This provides a more realistic assessment of each of the indicators. WRES Indicator 5: Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or members of the public in the last 12 months. Total respondents to the question (2017) Total White Total BME Ethnicity Not Stated Answer 'Yes' 36% (722) 36% (635) 39% (69) 32% (18) Answer 'No' 64% (1261) (64%)1114 (61%) % (38) 2.25 Of the total number of BME staff respondents 39% experienced harassment, bullying or abuse from patients, compared to 36% of all White respondents The percentage of BME staff experience against this indicator has decreased from 43% in last reporting year to the current 39%. This is a positive outcome for this reporting year In contrast, the percentage of White staff experience has remained the same at 36% 2.28 The relative likelihood of BME staff experiencing harassment, bullying or abuse from patients, relatives or members of the public compared to that of White staff has decreased from 1.2 times greater during the last reporting year to 1.08 times the greater. This reflects the positive outcome highlighted above. Page 9 of 17

10 3 year comparative trend: 2.29 The relative likelihood for BME staff is at its lowest over the last three reporting years, and especially from the 2016/2017 data. The reason for this for this positive outcome for BME staff is the targeted work that has been done in key locality areas within teams. For example, the Trust s E&D Advisor has been involved in the supporting and influencing ward managers and senior leadership in promoting initiatives and targeted action within operational environments (such as Secure Services), so that clear messages are relayed to service users, relatives or members of the public, about dignity and respect for our staff Recommendation: Accountability: Director of Human Resources E&D Advisor and HR Business Partners Continue to support Senior Management Teams / Senior Ward Staff in localities to reduce the prevalence of harassment bullying or abuse. This is to be done through promoting the Prevention of Bullying and Harassment Champions within localities. The aim should be to reduce the likelihood further. WRES Indicator 6: Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months This indicator constitutes 2 separate questions and data sets in the NHS National Staff Survey: In the last 12 months have you personally experienced harassment, bullying or abuse at work from managers?(q15b) In the last 12 months have you personally experienced harassment, bullying or abuse at work from colleagues? Q15c 2.32 Therefore, the data is proportionally aggregated by National WRES Implementation Team. It should be noted that ethnicity not stated data has not been provided for this data set, this year (the Survey Provider was not able to give this information this year). The calculations below combine the two questions highlighted above: Total White Total BME Answer 'Yes' 24% (415) 29% (51) Answer 'No' 76% (1324) 71% (125) *Data for Ethnicity Not Stated is not available Page 10 of 17

11 2.33 Of the total number of BME staff respondents to this question, 29% experienced harassment, bullying or abuse from staff, compared to 24% of total White respondents The percentage of BME staff experience against this indicator has increased from 28% in last reporting year to the current 29%. This is a disappointing outcome for this reporting year The relative likelihood of BME staff experiencing harassment, bullying or abuse from staff compared to White staff is 1.2 times greater. 3 year comparative trend data: 2.36 The relative likelihood for BME staff has increased from last reporting year but remains below the 2015/16 likelihood. The differential is small; however the Trust must continue to make efforts to eradicate this Recommendation: Through the Director of Human Resources: Promote the role of the recently established Prevention of Bullying and Harassment Champions across the business to support those staff. Through the E&D Advisor and HR Business Partners, work with locality SMT s to target support where data shows hot spots. This includes promoting positive behaviours through reflective practice sessions for managers and staff in localities. WRES Indicator 7: Percentage believing that trust provides equal opportunities for career progression or promotion. Total respondents Total White Total BME Ethnicity Not stated Answer 'Yes' 55% (1090) 57% (985) 46% (80) 47% (25) Answer 'No' 10% (200) 9% (163) 17% (30) 13% (7) Answer Don t Know 34% (678) 34% (593) 37% (64) 40% (21) 2.38 Of the total number of BME staff respondents, 46% believe that the Trust provides equal opportunities for career progression or promotion. This is 2% decrease from the previous reporting year. Page 11 of 17

12 2.39 BME staff respondents who did not believe that the Trust provides equal opportunities for career progression or promotion amounted 17%. This is also an increase of 1% from the previous reporting year 2.40 In comparison, 57% of all White staff respondents responded positively, which is 1% decrease from the previous reporting year White staff respondents who did not believe that the Trust provided equal opportunities amounted to 9%, which is a 3% decrease from previous year The relative likelihood of White staff believing that the Trust provides equal opportunities for career progression or promotion compared to BME staff is 1.2 times greater. 3 year comparative trend data: 2.43 Over the last three reporting years, the percentage for White respondents who believe that the Trust provides equal opportunities for career progression has stayed the same, whilst the percentage for BME respondents has slightly fluctuated It is hoped that the introduction of the Workforce Development Fund (WDF) introduced early 2017/18 will enable staff to feel more positive in the next staff survey, as the WDF centralises requests for all CPD and non-mandatory training and development. The process of application to the WDF means that requests are consistently and fairly assessed for approval Recommendation: Through the Medical Director: Continue to monitor access to WDF and undertake an Equality Impact Assessment to understand how and if the WDF process is contributing to bias free access, and increased confidence of staff. WRES Indicator 8: In the last 12 months I have personally experienced discrimination at work from my manager/team leader or other colleagues. Total respondents Total White Total BME Ethnicity Not Stated Answer 'Yes' 8% (151) 6% (110) 20% (35) 0% (0) Answer 'No' 92% (1823) 94% (1641) 80% (140) 100% (48) Page 12 of 17

13 2.46 Of the total number of BME staff respondents 20% experienced discrimination at work from their manager / team leader or other colleagues. This is 8% increase from the previous reporting year, which is a disappointing outcome In contrast, of the total number of White respondents 6% experienced discrimination, which is a decrease of 2% from the previous reporting year Because of the increase in BME staff experience and the decrease in White staff experience, the relative likelihood of BME staff experiencing discrimination at work from their manager / team leader or other colleagues is now 3.3 times greater than White staff, compared to 1.5 times greater in the previous reporting year. 3 year comparative trend data: 2.49 Whilst the percentage for White staff experience has lowered since 2015/2016, BME staff experience is back at the level it was during 2015/16 (although there was a positive decrease in BME staff experience in the last reporting year) The difference between White and BME percentages for the 2016/2017 was 4%, but now it has increased to 14%, the highest since 2015/16 when it was 12% Recommendation: Through the Director of Human Resources: Using disaggregated data that shows which localities have the highest prevalence of BME staff experiences of discrimination, initiate work to engage with SMT and BME staff to explore and remedy the causes of this experience. Page 13 of 17

14 The standard indicators Board data WRES Indicator 9: Percentage difference between (i) the organisations Board voting membership and its overall workforce and (ii) the organisations Board executive membership and its overall workforce White BME Ethnicity Unknown / Not Declared Overall Workforce Total number of Board members by ethnicity Of which voting Board members Of which Non-Voting Board members Of which Executive Board members Of which Non-Exec. Board members Number of staff in workforce Total Board members - % by ethnicity 71.4% 0.0% 28.6% Voting Board members - % by ethnicity 80.0% 0.0% 20.0% Non-Voting members - % by ethnicity 66.7% 0.0% 33.3% Executive Board members % by ethnicity 85.7% 0.0% 14.3% Non Executive Board members % by ethnicity 57.1% 0.0% 42.9% Overall Workforce - % by ethnicity 86.4% 11.4% 2.2% Overall Difference (total % Board total % workforce by ethnicity) % Difference - Voting members - (total % Voting total workforce by ethnicity) % Difference - Executive members - (total % Executive total workforce by ethnicity) -15.0% -11.4% 26.4% -6.4% -11.4% 17.8% -0.7% % 2.52 The Board membership increased from 13 in the previous reporting year to the current 14 members. It should be noted that as of March 2018, the Board have been mentoring an individual under NHS Improvement s NExT Director Scheme which focuses on talent people from BME communities to become non-executive directors in the NHS. The current mentee not included in the above figures For this reporting period, there no BME members on the Board, and therefore percentage of differences for the requirements of this indicator remain constant at -11.4%. It is hoped that the NExT programme will reap benefits of attracting skilled BME members Recommendation: Accountability: Company Secretary Corporate Governance to support the Board to attract the right skills and experience in its membership, and promote membership to potential BME candidates. Page 14 of 17

15 3 Next Steps 3.1 For this reporting year, the Trust has made some improvements based on the actions that were initiated and begun to be delivered during the previous reporting year (see Section 4). These actions need to be sustained and built upon. 3.2 Where the Trust has made little progress against the indicators, or has slipped in its performance from the previous reporting year, work needs to be focused and initiated within existing resources. 3.3 Recommendations with strategic sponsorship for these have been drafted and contained in the body of this report. Recommendations relate to: Re-igniting the work to develop the Leadership and talent Management Strategy Reviewing recruitment selection guidelines and training Deeper analyses of disciplinaries amongst White/BME Staff Promoting the Prevention of Bullying and Harassment Champions within localities and with SMT s 3.4 The delivery of these recommendations will be monitored through the Strategic Workforce Group on a quarterly basis. 4 Future Reporting 5.1 With new reporting structures in place, the annual WRES report will be provided to the Trust s Executive Committee prior to being submitted to the Board for approval. The report and the relevant data will then be submitted to NHS England and published on the Trust s website by no later than 1 st August on an annual basis. 5 Recommendations 6.1 The Board is asked to approve the report and recommendations (summarised in Appendix 1 below), both of which are supported by the Executive Committee. Page 15 of 17

16 Appendix 1: Summary of WRES 2017/18 recommendations Indicator Summary of Recommendations Strategic Sponsorship Indicator 1: Percentage of staff in each of the Agenda for Change (AfC) Bands 1-9, VSM compared with the percentage of BME staff in the overall workforce. Indicator 2: Likelihood of BME staff being appointed from shortlisted compared to that of White staff Indicator 3: Relative likelihood of BME staff entering the formal disciplinary process, compared to that of White staff Indicator 4: Relative likelihood of BME staff accessing non mandatory training and CPD as compared to White Staff Indicator 5: Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or members of the public in the last 12 months. The Trust s Head of Learning and Development, Organisation Development Manager and E&D Advisor to: (a) influence further development of the Leadership and Talent Management Strategy; (b) use the relevant staff survey data to understand perceptions of career development in the Trust; (c) promote the culture of coaching and mentoring at senior levels to enable talent growth. The Trust s Resourcing Lead and E&D Advisor to work together to: (a) review recruitment and selection guidance for managers to ensure diverse channels and methodologies for recruitment are explored; (b) assess E&D elements in the recruitment and selection training to ensure managers understand their responsibilities. Head of Workforce Planning, Reporting and HR Services and the Trust s E&D Advisor to assess disciplinaries against (a) Groupings (e.g. maltreatment of patient, failure to fulfil the requirement of the role, gross misconduct etc.) by ethnicity; (b) outcomes of disciplinaries; (c) and prevalence of disciplinaries by service areas. The above assessment to be reported to the Strategic Workforce Group to ensure employees are managed in a supportive, consistent, fair and effective manner, to encourage an acceptable level of conduct, whilst safeguarding the Trusts interests, service users and colleagues. Continue to monitor access to WDF and undertake an Equality Impact Assessment to understand how and if the WDF process is contributing to bias free access, and increased confidence of staff. (see also indicator 7) E&D Advisor and HR Business Partners Continue to support Senior Management Teams / Senior Ward Staff in localities to reduce the prevalence of harassment bullying or abuse. This is to be done through promoting the Prevention of Bullying and Harassment Champions within localities. The aim should be to reduce the likelihood further. Dir. of HR / Medical Director Dir. of HR Dir. of HR Medical Director Dir. of HR Page 16 of 17

17 Indicator 6: Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months. Indicator 7: Percentage believing that trust provides equal opportunities for career progression or promotion. Indicator 8: In the last 12 months I have personally experienced discrimination at work from my manager/team leader or other colleagues. Indicator 9: Percentage difference between the organisations Board voting membership and its overall workforce Promote the role of the recently established Prevention of Bullying and Harassment Champions across the business to support those staff. Through the E&D Advisor and HR Business Partners, work with locality SMT s to target support where data shows hot spots. This includes promoting positive behaviours through reflective practice sessions for managers and staff in localities. (As Indicator 4) Continue to monitor access to WDF and undertake an Equality Impact Assessment to understand how and if the WDF process is contributing to bias free access, and increased confidence of staff. Using disaggregated data that shows which localities have the highest prevalence of BME staff experiences of discrimination, initiate work to engage with SMT and BME staff to explore and remedy the causes of this experience. Corporate Governance to support the Board to attract the right skills and experience in its membership, and promote membership to potential BME candidates. Dir. of HR Medical Director Dir. of HR Company Secretary Page 17 of 17