Metric Actions Timescale for Delivery

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1 UHNM Race Equality Standard (WRES) Action Plan No. WRES Indicator Metric Actions Timescale for Delivery 1. Percentage of BME representation Engage with the newly established BME Staff Network to identify staff in each of across pay bands by potential barriers to the progression of BME staff into senior roles the AfC Bands clinical, non-clinical and to identify appropriate mechanisms by which the Trust can 1 9 and VSM groupings (see identify and develop BME staff with potential for career (including WRES Data Sheet) progression. Executive Board Work with our community groups to identify barriers to members) employment and take positive action to address these. compared with the percentage Introduction of the new personal development review and talent of staff in the management process, including the Maximising Potential overall Conversation Toolkit - a tool that has been designed by the NHS workforce. Leadership Academy and is part of a national inclusive approach to talent management for all NHS staff. This will help to identify BME talent through appraisal & encourage positive action to take advantage of development opportunities and coaching/mentoring. Lead Responsibility Review the feedback from the trial of values based recruitment. Promote use of the bank of values based questions that has been developed for use by interview panels. May 2017 Deputy Director of HR Continue with the various widening participation campaigns during the year and continue to work with The Princes Trust, Job Centre Plus and Landau in relation to work experience and widening participation programmes to increase the number of staff from disadvantaged or minority groups in the local community. Continue to work with schools and colleges throughout our communities to increase awareness of careers and opportunities in the NHS.

2 2. Relative likelihood of staff being appointed from shortlisting across all posts The relative likelihood of WHITE staff being appointed from shortlisting compared to BME staff is 1.82 using NHS Jobs data, but when using the Trust ESR system, which captures all new starters (and Bank staff have been excluded) the relative likelihood of White staff being appointed from shortlisting compared to BME staff is Continue to use NHS jobs for all of our external recruitment. To avoid discrimination, the information relating to ethnicity and other protected characteristics are not sent to the shortlisting manager. Assistance is available to applicants at the application and selection stages. Promote the New Kind of Trust Values, Behaviours and Standards Framework by including these in our recruitment literature for potential employees. Launch of the Gateway to Leadership development day promoting the values, behaviours and standards that leaders in the organisation should possess. Review the content of recruitment and selection training ensuring sufficient emphasis is given to equality, diversity and inclusion. Incorporate a session on unconscious bias. Medical Staffing & Recruitment Medical Staffing & Recruitment Implementation of the recruitment system TRAC. January 2017 Deputy Director of HR Commence quarterly reporting of recruitment by protected characteristic. Equality Manager Continue promoting careers at UHNM through a range of widening participation events and engagement with our local communities. Participate with the Learning and Work Institute in a project to increase the proportion of apprentices from BME backgrounds.

3 3. Relative likelihood of staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation The relative likelihood of BME staff entering the formal disciplinary process compared to White staff is 0.69 Launch of an electronic formal HR case tracker. This will record protected characteristics of individual staff members entering the formal disciplinary process, in addition to whether a protected characteristic(s) is an element of the case subject. The tracker will be reviewed after 3 months to ensure it is fit for purpose. Ensure that all managers undertaking disciplinary investigations, hearings and appeals have undertaken equality and diversity training. Continue to work closely with the Trade Unions to monitor consistency of approach to formal disciplinary cases. Engage with the BME Staff Network Group to gain an understanding of any aspects of the disciplinary processes they feel might place BME staff at a disadvantage. Process map the existing disciplinary process to identify areas for improvement in consistency, in addition to standardising resources for managers around the disciplinary process itself and development of a disciplinary training. Ensure that Equality Impact Assessments are completed for all Trust policies when they are reviewed or developed. Policy/Service Lead 4. Relative likelihood of staff accessing non mandatory training and CPD The 2015 Staff Survey result showed that 74% of ALL staff who responded had received nonmandatory training, learning or development in the last 12 months, which is higher than Introduce the new personal development review and talent management process, including the Maximising Potential Conversation Toolkit - a tool that has been designed by the NHS Leadership Academy and is part of a national inclusive approach to talent management for all NHS staff. This will help to identify BME talent through appraisal & encourage positive action to take advantage of development opportunities and coaching/mentoring. Explore options to increase the number of non-mandatory training that is recorded in OLM.

4 the average for acute trusts. The non-mandatory training that is recorded on OLM indicates that 13% of enrolments are from BME staff and 83% by White staff. Utilise the data to understand where there may be pockets of under-representation (BME or otherwise) of staff accessing nonmandatory training. Engage with the BME Network to identify any barriers to BME staff accessing learning and development. Engage with the BME Network to identify any barriers to BME staff accessing learning and development. April KF25 percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months White 24% BME 35% The Trust has a Zero tolerance stance on violence and aggression in the workplace with Posters displayed prominently around the organisation. Conflict resolution training is available for all staff in patient facing roles with initial training followed by 3 yearly refresher training. Security Awareness E-learning is also available to all staff. Support is provided by an onsite Security Response along with a dedicated presence in the Security Control Room, Emergency Centre and site wide patrols. This is a 24/7, 365 days of the year service. Banners and posters are displayed in prominent areas to remind patients and visitors of the zero tolerance stance to violence and abuse of NHS employees. 6. KF26 percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months White 28% BME 30% A Bullying Awareness promotion will be held in 2016 as part of a wider values and behaviours campaign to raise awareness of bullying and harassment and promoting respect and dignity in the workplace. November 2016 Review the Trust Dignity at Work Policy January 2017

5 The Trust continues to promote its values and behaviours through Induction of new starters and through mandatory training. The Trust has trained a group of Staff Mediators who have received externally provided specialist training to facilitate mediation between parties experiencing conflict in the workplace. Further promote the Support Advisor service to all staff. ESA s are available for all employees in the Trust to access for support and guidance, in addition to the Staff Counselling Service. November 2016 Where issues and difficulties in behaviours and work relationships have been identified, initiate organisational development input to work with staff to develop department codes of conduct. HR Managers/ Implement the revised appraisal process personal development review, which has a focus on demonstration of desired behaviours in addition to performance. Review the feedback received from the In Your Shoes engagement events and the information from the engage@uhnm tool. November KF21 percentage believing the Trust provides equal opportunities for career progression or promotion White 88% BME 80% Launch of the Maximising Potential Conversation Toolkit as part of its new appraisal process. The tool has been designed by the NHS Leadership Academy and is part of a national inclusive approach to talent management for all NHS staff. This will help to identify BME talent through appraisal. Work with the BME Staff Network to improve understanding of staff perceptions about fairness and equality of opportunity.

6 Continue to monitor Staff Survey responses to establish if above initiatives positively impact on staff beliefs. The Trust is currently training a cohort of staff in ILM Level 5 Coaching and Mentorship to support individuals identified as talented and future leaders. Promote BME and other staff with protected characteristics as role models to demonstrate equal opportunities for career progression. 8. Q17 in the last 12 months have you personally experienced discrimination at work from any of the following: Manager / Leaders or other colleagues? White 7.14% BME 6.45% A Compassionate Leaders Programme has been developed across the Trust and there has been a launch of the Leadership Brochure, including training in management fundamentals, this will help equip managers with the skills to work in culturally competent ways and promote and environment free from discrimination. Continue to monitor this indicator to identify trends through the Annual Staff Survey and pulse check surveys. Engage with our BME Network Group to gather better quality information on the types and sources of discrimination experienced by staff to be considered by the Equality, Diversity and Inclusion Group to identify actions to target discrimination against BME groups. April Percentage difference between the organisations Board voting membership and its overall workforce -14.6% Ensure that the process for appointment of Executive and Non- Executive Director posts encourages applications from as diverse a pool of talent as possible and which demonstrates the Trusts commitment to diversity and inclusion. This includes when external agencies are used to source candidates that their contracts include requirements relating to equality and diversity. Ensure that all members of the recruitment panel for nonexecutive directors have received appropriate training in equality and diversity. Review prior to next recruitment Director of HR Director of HR