Workforce Race Equality Standard (WRES) 2017
|
|
- Fay Nash
- 6 years ago
- Views:
Transcription
1 Workforce Race Equality Standard (WRES) 2017 Reporting template Name of organisation Name and title of Board lead for the Workforce Race Equality Standard Name and contact details of lead manager compiling this report Names of commissioners this report has been sent to Care Quality Commission (CQC) Paul Corrigan, Non-Executive Board Member Ruth Bailey, Director of People Not applicable Name and contact details of co-ordinating commissioner this report has Not applicable been sent to Unique URL link on which this Report and associated Action Plan will be found This report has been signed off by on behalf of the Board Signed off by Executive Sponsor: 5 September 2017 Circulated to Board members: 8 September Background narrative a. Any issues of completeness of data We do not currently hold the data for indicator 4. Our data is obtained from our Electronic Staff Records (ESR) and covers all employees. Our staff survey data is managed by an independent employee research company. b. Any matters relating to reliability of comparisons with s Please see explanation provided in the 'narrative' column regarding indicators 1, 2 and Total numbers of staff a. Employed within this organisation at the date of the report 3172 b. Proportion of BME staff employed within this organisation at the date of the report 3. Self-reporting a. The proportion of total staff who have self reported their ethnicity 90.7% b. Have any steps been taken in the last reporting period to improve the level of self-reporting by ethnicity 12.4% (unchanged from last year) The self-service element of ESR was introduced during 2016 for all staff. There have been a series of promotions, communications and engagement about the system, particularly as we now use the ESR system for all payslips, rather than sending them in a hardcopy format, 1
2 c. Are any steps planned during the current reporting period to improve the level of self-reporting by ethnicity everyone can now log in to view their pay slip. So there is a natural pull towards the use of the system, our focus moving forward will be to increase awareness of the importance of the diversity data, and engagement about how we might use that information. To utilise uptake and engagement with our ESR self-service functionality and encourage staff to update their records; to increase the numbers of staff that provide monitoring information as part of our annual staff survey. This will include intranet messaging, wider organisational communications and joint communication from our three equality networks regarding the importance of providing this information to the organisation - including how it is used and to provide assurance regarding anonymity. We will publish reminders for all staff to complete their ESR diversity fields from March We will be undertaking a full campaign over the summer about confidentiality and anonymity of data, to ensure all staff are aware of our responsibilities regarding data, and why the data is so important in shaping the work that we undertake on inclusion and equality. We will work on a joint network approach for all networks to work together to improve the self -reporting for ethnicity, LGBT and disability as we recognise the importance of understanding intersections of equality. We will monitor these figures on an ongoing through the year. 4. Workforce data a. What period does the organisation s workforce data refer to? 01 April March
3 5. Workforce Race Equality Indicators Please note that only high level summary points should be provided in the text boxes below the detail should be contained in accompanying WRES Action Plans. Indicator For each of these four workforce indicators, compare the data for White and BME staff 1 Percentage of staff in each of the AfC Bands 1-9 and VSM (including executive Board members) compared with the percentage of staff in the overall workforce. Organisations should undertake this calculation separately for non-clinical and for clinical staff. Overall: White: 86.3% BME: 13.7% Grade E1,E2,E3 (VSM, B9,B8d): White: 93.2% BME: 6.8% Grade A (B8b,c) White: 91.4% BME: 8.6% Grade B (B8a): White: 86.3% BME: 13.7% Grade C (B7): White: 80.5% BME: 19.5% Grade D (B6): White: 80.4% BME: 19.6% Grade E (B5): White: 83.7% BME: 16.3% Grade F (B4): White: 87% BME: 13% Grade G (B3,B2, B1): White: 81.2% Overall: White: 86.4% BME: 13.6% Grade E1,E2,E3 (VSM, B9,B8d): White: 92.8% BME: 7.2% Grade A (B8b,c) White: 90.9% BME: 9.1% Grade B (B8a): White: 86.5% BME: 13.5% Grade C (B7): White: 80.8% BME: 19.2% Grade D (B6): White: 81.3% BME: 18.7% Grade E (B5): White: 76.5% BME: 23.5% Grade F (B4): White: 83.4% BME: 16.6% Grade G (B3,B2, B1): White: 89.5% CQC does not use AfC bandings. For the purpose of this report, CQC grades are provided with the equivalent AfC bands/ranges shown in brackets. Figures provided in the 2016 report included the proportion of staff whose ethnicity was not disclosed or unknown. These figures have been revised and are listed in the ' ' column so as to enable meaningful comparison for the current reporting year. The proportion of BME staff overall is stable. However, there has been an increase in BME representation at Grade G and a similar decrease at Grade F; representing a change of 6 roles. This change was most likely the result of organisational modernisations in NCSC and business support. It is worth noting that there is some variation in levels of self-reporting across the CQC's grade structure. Ethnicity data is not currently known for 13% of executive grades 14% of Grade E and 12% of Grade F staff. 3 CQC does not use EDS2. Our staff-focused equality objective for the period states, Continue to improve equality of opportunity for our staff and those seeking to join CQC. Further information about how we are committed to embedding this objective is detailed in the narrative for indicator 7 below.
4 Indicator BME: 18.8% BME: 10.5% 2 Relative likelihood of staff being appointed from shortlisting across all posts. White 1.47 times more likely than BME to be appointed from shortlisting. No. shortlisted: White: 1300 BME: 324 No. appointed: White: 183 BME: 31 Likelihood of shortlisting/ appointed: White: BME: (0.141/0.096 = 1.471) White 1.51 times more likely than BME to be appointed from shortlisting. No. shortlisted: White: 1826 BME: 593 No. appointed: White: 209 BME: 45 Likelihood of shortlisting/ appointed: White: BME: (0.114/0.076 = 1.508) 2016/17 refers to all internal and external recruitment activity. Data for the refers to volume recruitment posts during 2015/16 (Inspection Manager, Inspector, Analyst Team Leader, Senior Analyst roles). Whilst like-for-like comparison is not available, the data indicates that the situation remains static. The majority of our Black and minority ethnic staff are currently represented between grades G and B. We will develop our talent at these grades and invest in further training and development opportunities. In the past year, our leadership development opportunities have focused the development skills of managers, as agreed in our strategy from and to address organisational culture. We will expand this out to all staff as we move forward. We will undertake a diagnostic beginning in September 2017 to understand how our recruitment processes could be improved to ensure better outcomes for BME staff and BME candidates. The diagnostic will lead to the recommendations for improvement, and an action plan aligned to our equality strategy, to ensure our focus is right for the best recruitment outcomes and opportunities for BME staff, and all staff with protected characteristics. 4
5 Indicator 3 Relative likelihood of staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation. This indicator will be based on data from a two year rolling average of the current year and the previous year. 4 Relative likelihood of staff accessing non-mandatory training and CPD. BME 1.33 times more likely to enter formal process than White. No. of cases / Staff in workforce: White: 22 / 2578 BME: <5 / 407 Likelihood entering process: White: BME: (0.0098/ = 1.331) Data not available BME 1.68 times more likely to enter formal process than White. No. of cases / Staff in workforce: White: 17 / 2463 BME: <5 / 347 Likelihood entering process: White: BME: (0.0114/ = 1.679) Data not available The figure provided in the 2016 report covered data for one year rather than a two year rolling average. This has been revised and is now listed in the ' ' column so as to enable meaningful comparison for the current. Due to very low numbers of formal disciplinaries involving BME staff, caution is urged when reviewing the overall figure and drawing conclusions. CQC's learning management system does not currently contain the relevant data to enable this indicator to be reported on. An analysis has been undertaken to understand the grade of individuals entering the formal disciplinary process. From this (combined with very small numbers), there is no apparent pattern. A revised disciplinary policy will be rolled out later in 2017 with input from representatives from our trade unions and staff equality networks. Support and coaching will be offered for all line managers to ensure that the policy is implemented confidently and consistently. Non-mandatory training within CQC is determined by role and as such is targeted at individuals in a particular role, regardless of ethnicity or background. However, we are committed to having visibility of opportunities for BME staff and this will involve initialising the data in our learning management system. A piece of work to incorporate diversity data within CQC's learning management system will commence in It is anticipated that we will be able to report on this indicator in
6 Indicator National NHS Staff Survey indicators (or equivalent) For each of the four staff survey indicators, compare the outcomes of the responses for White and BME staff. 5 KF 25. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months. White: 7% BME: 9% White: 8% BME: 5% CQC's staff survey question is slightly different to KF 25: "In the last 12 months, I have experienced harassment, bullying or abuse at work from people other than CQC staff". The year-on-year BME increase equates to 8 staff. 6 KF 26. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months. White: 11% BME: 14% White: 10% BME: 11% The year-on-year BME increase equates to 7 staff. Our 2016 staff survey included for the first time a number of sub-questions regarding the form of harassment or bullying, and from whom they experienced it. For BME staff, this is most likely to have been ignoring or ostracising, and the tone and style of . As with white colleagues, this behaviour is most likely to have originated from their line manager or senior manager. This data has been shared with equality network leads. These questions will be repeated in our 2017 survey that takes place later in the year. This will enable us to be more targeted in our approach to addressing the underlying issues. 6
7 Indicator 7 KF 21. Percentage believing that trust provides equal opportunities for career progression or promotion. White: 56% BME: 44% White: 61% BME: 52% CQC's staff survey question is slightly different to KF 21: "I believe that CQC provides equal opportunities for career progression or promotion". During 2017 we are extending the roll out of our talent management framework to Grade A s initially, and others will follow. This will enable the development of bespoke interventions for certain staff identified as talent. We will work with our colleagues in CQC s Race Equality Network (REN), and within the BME community, to ensure this is an opportunity for all which enables individuals to flourish, and really highlights some great role models to inspire the BME community, and all CQC staff. 8 Q17. In the last 12 months have you personally experienced discrimination at work from any of the following? b) Manager/ team leader or other colleagues White: 4% BME: 8% White: 5% BME: 7% The year-on-year BME increase equates to 2 staff. Our 2016 staff survey included for the first time a number of sub-questions regarding the form of discrimination, and from whom they experienced it. For BME staff, this is most likely to have been due to race. As with white colleagues, this behaviour is most likely to have originated from their line manager. This data has been shared with equality network leads and these questions will be repeated in our 2017 survey that takes place later in the year. 7
8 Indicator Board representation indicator For this indicator, compare the difference for White and BME staff. 9 Percentage difference between the organisations Board voting membership and its overall workforce. (i) Board nonexecutive membership: +4.3% (ii) Board executive membership: -12.4% -12.4% Senior HR leaders involved in executive level recruitment work with our approved recruitment agents and emphasise the importance of diversity in applicant lists as part of each assignment briefing. Prospective recruitment partners are asked about how they ensure they present a diversity of talent as part of the selection interview. The Chair of CQC has asked that during recruitment of non-executive board members, all due account should be given to ensure that issues of diversity are appropriately incorporated into the recruitment process. We will undertake a diagnostic beginning in September 2017 to understand how our recruitment processes could be improved to ensure better outcomes for BME staff and BME candidates. The diagnostic will lead to the recommendations for improvement, and an action plan aligned to our equality strategy, to ensure our focus is right for the best recruitment outcomes and opportunities for BME staff, and all staff with protected characteristics. 6. Are there any other factors or data which should be taken into consideration in assessing progress? 7. Organisations should produce a detailed WRES Action Plan, agreed by its Board. Such a Plan would normally elaborate on the actions summarised in section 5, setting out the next steps with milestones for expected progress against the WRES indicators. It may also identify the links with other work streams agreed at Board level, such as EDS2. You are asked to attach the WRES Action Plan or provide a link to it. 8
9 WRES Action Plan CQC has developed a strategy for the equality and diversity agenda, which we have called the journey to 2021, and moves our focus from equality and diversity, towards inclusion. It highlights our focus for the next few years, and the proposed deliverables. Setting out the strategy ensures we have one vision to enable CQC to be an inclusive place to work, and brings together the activities of our equality networks. It is important that the inclusion agenda becomes part of the fabric of CQC and that the equality networks can be a focus of celebration and promotion of the equality agenda, and a focus of challenge for CQC to ensure we are always stretching ourselves to be the best we can be. We are committed to improving race equality as an important part of the inclusion agenda, and will continue to work closely with our staff Race Equality Network (REN). The key activities in the strategy for the year ahead include: Undertake a cultural assessment to benchmark the culture now, and determine what we need to do over coming years to ensure we continually push our ambitions. This began in March 2017, is entitled Shaping our future, and is designed to focus on when we are able to give of our best, exploring what attributes are common to us in CQC when we give of our best, and to enable us to be our best more of the time. We are ambitious for CQC and would like to strive to be excellent, one of our core values. The cultural discussions are ongoing and will be supported by a move towards quality improvement, which is a structured approach to enabling everyone to be curious, creative and enabled. The initial interviews were structured to ensure we had active voices from representational slice of CQC, including representation from the BME community, we will ensure those voices continue to grow and engage in this work as we move forward. We will work with the REN to ensure that we encourage the involvement of our black and ethnic staff in these conversations. Enable our Leaders to be inclusive and confident. Our Inspire programme, which is a leadership development programme produced by Ashridge, will complete in December 2018, with 700 managers going through the programme. It is important because it is the first time that we have invested in giving our leaders a common language about our cultural aspirations, set out our expectations are of leaders, and equipping them with the tools to enable them to achieve those expectations. We recognise that that many of our BME colleagues are in grades that were not targeted in the original design and are looking, as explained above at how we can further involve colleagues in other grades. Other programmes could now be explored, to complement Inspire, with a clear focus on inclusion, including race equality. The mental health awareness training, focused on enabling leaders to support staff, colleagues and peers, if they are experiencing mental health challenges. This training was very well received by all delegates, so we need to learn from both Inspire and the MH training so that further training, support or learning for managers and leaders is equally impactful over the coming 18 months. Our mentoring programme does has a specific focus on enabling BME staff to take part in the programme, and a proportion of places were designated to BME staff members to ensure their needs were met. The feedback from individuals has been fantastic, with 6 people from the first cohort achieving promotion prior to the end of the mentoring programme. We are now entering cohort 3, and currently have over 50 trained mentees and mentors across CQC, whose expertise we should harness. With the introduction of data analysis of training outcomes by protected characteristic, we will be in a better position to respond to the needs of the BME community and their bespoke leadership needs. In addition to the cultural or organisational development programmes, individuals from the BME community can also access the NHS stepping up programme, and work should continue to explore how we can best communicate and promote those external opportunities to develop individuals, and broaden their exposure outside of CQC. 9
10 Harness staff expertise. With a huge array of skills and experience across our BME and non-bme staff, it will be hugely important to engage internal experts, and enthusiasts for the inclusion agenda. Working with the REN we can ensure that our inclusion agenda is right and appropriate, and communicated effectively, so that where possible we can accelerate the benefits for staff. The positive action mentoring programme will also begin its third cohort in November, so we need to evaluate and engage with the experts we have already developed through cohorts 1 and 2, to ensure that we continue to develop those skills, we refine the programme to make it better based on their experience, and we assess what is working well, and what might need further focus. We now have a bank of trained mentors so this should enable the programme to reach more people more often. We have also appointed two new Dignity at work advisors from the BME community over the past year. Dignity at Work Advisors (DAWAs) provide support for colleagues who believe they have experienced bullying or harassment, have had had a complaint made against them, or have witnessed a colleague being bullied. The recruitment of BME staff to these roles is important to ensure our BME community feel like they have a pathway to share concerns and raise issues as needed. And that they have a voice in CQC. Enabling policies, processes and systems, monitoring and analysis. Continue to promote population of diversity data within ESR and the staff survey to ensure effective monitoring of progress as a cross-network activity. We will be proceeding with our plans for an internal diversity dashboard which will align to the inclusion agenda, and will ensure accurate and relevant data is ready to influence day-to-day decision-making, ensuring that inclusion becomes part of the way everyone works, rather than just the few. For 2017 we will be purchasing a bespoke EDHR report direct from our staff survey supplier so that the analysis can be processed and digested quicker, and we can move more swiftly into action. With regards to Recruitment processes, we will assess how these are working to support our EDHR strategy, and focus on the ways we can influence every part of the employee lifecycle for better and more diverse recruitment results. External benchmarking. We must continue to use external references, including but not limited to WRES, to hold us to account and to ensure we are pushing ourselves to be the best we can be. We will explore how we can promote the working practices of other companies, and learn from their experiences, during Black history month in October. Recruitment. In the population of the UK (according to the census in 2011), 14% are from BME background, and it is the same percentage in the NHS (according to the 2016 staff survey). We will undertake a diagnostic beginning in September 2017 to understand how our recruitment processes could be improved to ensure better outcomes for BME staff and BME candidates. The diagnostic will lead to the recommendations for improvement, and an action plan aligned to our equality strategy, to ensure our focus is right for the best recruitment outcomes and opportunities for BME staff, and all staff with protected characteristics. 10
Advancing Workforce Race Equality in Sheffield Teaching Hospitals NHS Foundation Trust: A Precursor Paper
Advancing Workforce Race Equality in Sheffield Teaching Hospitals NHS Foundation Trust: A Precursor Paper Purpose This paper is a pre-cursor for the development of a final comprehensive strategic approach
More informationRole Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities
Role Title: Chief Officer Responsible to: CCG chairs - one employing CCG Job purpose/ Main Responsibilities Accountable to: All employed staff working within the 3 CCGs Within the 3 CCGs the Chief Officer
More informationOrganisational Development Strategy
Regulators Patients Francis External Environment Mission and Strategy Structure Values and Behaviours Systems (Policies and Procedures) ERFORMANCE P ORGANISATIONAL Engagement Management Practices Culture
More informationRace at Work Executive Summary. Created with the support of:
Race at Work 2015 Executive Summary Created with the support of: Foreword Sandra Kerr, Race Equality Director, Business in the Community A year ago, I was fortunate enough to access the results of 2.5
More informationRMIT Diversity and Inclusion. Gender equality ACTION PLAN
Gender equality ACTION PLAN Introduction RMIT is a dynamic institution, known for its innovation, creativity and relevance to contemporary society. The University s mission is to create transformative
More information1.1 Contributes to the Trust s Organisational Development strategy to improve overall organisational performance and effectiveness
JOB TITLE: OD Practitioner BAND: AFC 7 BASE: RESPONSIBLE TO: ACCOUNTABLE TO: XX OD Consultant (OD Lead) Director of OD and L&D JOB SUMMARY The Organisational Development Practitioner is responsible for
More informationLevel 3 Diploma in Management. Qualification Specification
Qualification Specification ProQual 2017 Contents Page Introduction 3 Qualification profile 3 Qualification structure 4 Centre requirements 6 Support for candidates 6 Assessment 7 Internal quality assurance
More informationEQUALITY AND INCLUSION STRATEGY
EQUALITY AND INCLUSION STRATEGY 2016-2020 Version: 8 FINAL Director: Bev Searle, Director of Corporate Affairs Author: Stef Abrar, Equality & Diversity Manager Date: August 2016 Contents 1. PURPOSE...
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationStatutory Equality and Diversity Report
Statutory Equality and Diversity Report for employees at Kingston Hospital NHS Trust 2014-2015 Carolyn Floyd Workforce Information & Systems Manager 1 1. Introduction The following report analyses the
More informationRegional Genomics Service Improvement Lead Job Description and Person Specification
Regional Genomics Service Improvement Lead Job Description and Person Specification Position Job title Regional Genomics Service Improvement Lead Directorate Medical Directorate Pay band AFC Band 8d Responsible
More informationLeeds University Union Job Description HR Administration Assistant
Leeds University Union Job Description HR Administration Assistant Responsible to: HR Advisor Responsible for: N/A Job purpose: To provide an effective HR administration service for LUU Duties & Responsibilities
More informationEquality & Diversity Policy and Procedure
Equality & Diversity Policy and Procedure Contents 1. Policy Statement 2. Purpose and Scope 3. The Definition of Equality and Diversity 4. Forms of Discrimination 5. Legislative and Regulatory Context
More informationLevel 3 - Managing managers
Introduction This programme has been created to support the development of staff with line management responsibilities working in all professions at Portsmouth Hospitals NHS Trust (PHT). It provides a
More informationEssex Partnership University NHS Foundation Trust. Operational Plan Summary 2017/18 & 2018/19
Essex Partnership University NHS Foundation Trust Operational Plan Summary 2017/18 & 2018/19 1 Contents Page Introduction 3 Quality 5 Workforce 7 Finance 8 Partnership Working 9 2 Introduction Essex Partnership
More informationEquality of Opportunity in Employment Policy
Equality of Opportunity in Employment Policy DOCUMENT INFORMATION CATEGORY: THEME: Policy Workforce Inclusion, Equality and Diversity DOCUMENT REFERENCE: 3.12 POLICY LEAD: DIRECTOR LEAD: Associate Director
More informationUHL s purpose is to deliver Caring at its best for all the people who visit Leicester s hospitals, either as patients, the public or as staff.
JOB TITLE: Office Manager BAND: 4 Leicester, Leicestershire, and Rutland Facilities Management Collaborative (LLR FMC) Job Description BASE: Your primary base is to be confirmed, however travel between
More informationEquality, Diversity & Inclusion Policy and Framework Version 1.2 Owner: Diversity & Inclusion, HR Approved by Ian Iceton, Group HR Director
Equality, Diversity & Inclusion Policy and Framework Version 1.2 Owner: Diversity & Inclusion, HR Approved by Ian Iceton, Group HR Director Date issued 31.01.2017 Reference NR/HR/POU024 1. Policy Statement
More informationCONTENTS. 1. Foreword. 2. Introduction. 2.1 The need for change 2.2 Shifting the culture (Our vision and values) 2.
CONTENTS 1. Foreword 2. Introduction 2.1 The need for change 2.2 Shifting the culture (Our vision and values) 2.3 Key influences 3. Context for the People Strategy 4. Workforce Profile 5. Key Workforce
More informationNew visions for leadership
New visions for leadership Supporting the development of leaders and managers in social care Contents New visions for leadership: Supporting the development of leaders and managers in social care Published
More informationLUU is much more than just a building, we are an organisation led by its 34,000 members.
Dear Candidate, Thank you for your interest in the role of Forum Facilitator at LUU. LUU is much more than just a building, we are an organisation led by its 34,000 members. You d be joining at an exciting
More informationControlled Document Number: Version Number: 002. On: October Review Date: October 2020 Distribution: Essential Reading for: Page 1 of 12
Equality and Diversity in Employment Policy CONTROLLED DOCUMENT CATEGORY: CLASSIFICATION: PURPOSE Controlled Document Number: Policy Version Number: 002 Controlled Document Sponsor: Controlled Document
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationUK Coaching: Equality and Diversity Action Plan
UK Coaching: Equality and Diversity Action Plan 2017 2018 Our Strategic Positioning Statement: UK Coaching is the lead agency for coaching in the UK. Our Vision: to help create an active nation inspired
More informationJob Description GB Head Coach
Job Description GB Head Coach Responsible to: Responsible for: Office location: Term: Salary: Performance Director GB and England National Coaches The National Badminton Centre, Loughton, Milton Keynes,
More informationEquality and Diversity Policy 2017/2018
Equality and Diversity Policy 2017/2018 Responsible Officer: Executive Director of Human Resources Date of issue: September 2017 Next review date: September 2018 Policy available: Staff Intranet site /
More informationMacIntyre Academies Equality Objectives
MacIntyre Academies 2016-2020 MacIntyre Academies publishes this document in accordance with The Public Sector Equality Duty 2011. The Equality Duty sets out three aims under the general duty for schools/academies
More informationEmployee Support Pack
Employee Support Pack DISPUTE RESOLUTION - GRIEVANCE Managing Workplace Relationships Effectively TEACHING & SUPPORT STAFF IN SCHOOLS Note: This document replaces the previous Grievance procedure and Dignity
More informationBANGOR UNIVERSITY HUMAN RESOURCES STRATEGY
BANGOR UNIVERSITY HUMAN RESOURCES STRATEGY 2016-2020 1. Introduction The Human Resources Strategy at Bangor University is designed to underpin the Strategic plan Building on Success 2016-2020. This Strategy
More informationQualification Specification 601/3688/1 icq Level 3 Diploma in Management (RQF)
Qualification Specification 601/3688/1 icq Level 3 Diploma in Management (RQF) Qualification Details Title : icq Level 3 Diploma in Management (RQF) Awarding Organisation : ican Qualifications Limited
More informationTurner & Townsend UK gender pay report making the difference
Turner & Townsend UK gender pay report 2017 making the difference Turner & Townsend UK gender pay report 2017 For more than 70 years we ve been helping to deliver transformational programmes across the
More informationHERTFORD REGIONAL COLLEGE. Single Equality Scheme
HERTFORD REGIONAL COLLEGE Single Equality Scheme 1 Contents Scope & Purpose Statement of Policy Legal Framework College Values Equality, Diversity and Inclusion Aims Organisational Targets Roles and Responsibilities
More informationCould you help lead the NHS in your area?
Could you help lead the NHS in your area? Associate Non-executive Director Candidate information pack Reference: M1670 We value and promote diversity and are committed to equality of opportunity for all
More informationJOB DESCRIPTION. Ambulance Operations Manager. EMS Area Manager
JOB DESCRIPTION TITLE: REPORTS TO: KEY RELATIONSHIPS Ambulance Operations Manager EMS Area Manager EMS Area Manager Senior Management Team Locality Managers Clinical Team Leaders NEPTS managers and staff
More informationRECRUITMENT AND APPOINTMENTS POLICY
RECRUITMENT AND APPOINTMENTS POLICY POLICY STATEMENT 1. PHSO aims to have a diverse workforce that reflects the community we serve and the working populations around our offices in order to help us achieve
More informationJOB DESCRIPTION. Department: Hertfordshire and West Essex Sustainability and Transformation Partnership.
JOB DESCRIPTION Job Title: STP Programme Manager Department: Hertfordshire and West Essex Sustainability and Transformation Partnership. Location: Base Hatfield, Hertfordshire, but required to work agilely.
More informationCould you help lead the NHS in your area?
Could you help lead the NHS in your area? Non-executive Director Candidate information pack Reference: S1666 We value and promote diversity and are committed to equality of opportunity for all and appointments
More informationHuman Resources Strategy
Human Resources Strategy 2012-17 Applies to: All Employees for Approval Date of Approval Review Date: Name of Lead Manager Director of Human Resources and Corporate Affairs Version 5 Date: October 2012
More informationJob description and person specification
Job description and person specification Position Job title Head of Genomics Unit Directorate Finance, Commercial and Specialised Commissioning Pay band AFC Band 9 Responsible to Director of Strategy and
More informationJob Description Resourcing Advisor Band 4
HUMAN RESOURCES & ORGANISATIONAL DEVELOPMENT Job Description Resourcing Advisor Band 4 Contact: Margaret Mcloughlin Group Head of HR Resourcing Medway NHS Introduction Foundation Trust 01634 830000 ext.
More informationSenior Human Resources Manager Business Support Team EHA
It is important to note that this job description is a guide to the work you will be required undertake. It will be changed from time to time to meet the needs of the service. It does not form part of
More informationInterim Head of Internal Communications (Fixed Term)
About The Job. Department of Corporate Affairs Professional Services Interim Head of Internal Communications (Fixed Term) Pursue the extraordinary Overview About the Department Corporate Affairs is a key
More informationEquality and Diversity Policy
Equality and Diversity Policy Hertfordshire, Bedfordshire and Luton Clinical Commissioning Groups Page 1 of 15 DOCUMENT CONTROL SHEET Document Owner: Director of Workforce Document Author(s): Louise Thomas,
More informationGender Pay Gap Report 2017
Gender Pay Gap Report 2017 Serco - a place people are proud to work Our ambition to be a superb provider of public services by being the best managed business in our sector is underpinned by our four strategic
More informationHuman Resources and Organisational Development: Outcomes
1 Aston People 2020 - Human Resources Strategy Proactively supporting Aston s 2020 Vision Contents Background Page 4 Vision Page 4 Purpose Pages 4-5 Human Resources and Organisational Development: Outcomes
More informationCAPABILITY MATRIX FOR PROFESSIONAL STAFF HANDBOOK
CAPABILITY MATRIX FOR PROFESSIONAL STAFF HANDBOOK INTRODUCTION TO THE CAPABILITY MATRIX This handbook is intended to help you understand the Capability Matrix and how it will be used at UoN. The Capability
More informationThe postholder will work as a key member of the senior team for Organisational Learning and Development.
JOB TITLE: BAND: BASE: RESPONSIBLE TO: ACCOUNTABLE TO: OD Consultant AFC 8b XX Director of L&D and OD Director of L&D and OD JOB SUMMARY To provide specialist OD consultancy expertise and support to the
More informationLeading Inclusion EDI Audit Tool
Leading Inclusion EDI Audit Tool 1 Leading Inclusion EDI Audit Tool Supporting Leadership of Equality Diversity and Inclusion (EDI) in the Learning and Skills sector This Leading Inclusion EDI Audit Tool
More informationEQUAL OPPORTUNITIES AND DIVERSITY POLICY
EQUAL OPPORTUNITIES AND DIVERSITY POLICY Definition Carillion will make every effort to ensure that all employees are treated with courtesy, dignity and respect irrespective of gender, race, religion,
More informationJob Details. Chief Executive. PCT Board. Hours
Job Details Job Title Director of Commissioning Directorate Commissioning Job Description Number Reporting Arrangements Responsible to Accountable to Chief Executive PCT Board Base King Square House Band
More informationWORKFORCE & ORGANISATIONAL DEVELOPMENT STRATEGY. Sharing our Values, Learning & Opportunities
WORKFORCE & ORGANISATIONAL DEVELOPMENT STRATEGY Sharing our Values, Learning & Opportunities Workforce & Organisational Development Strategy l Dundee Health and Social Care Partnership l 1 2 l Dundee Health
More informationEQUALITY OF OPPORTUNITY POLICY
EQUALITY OF OPPORTUNITY POLICY Updated: June 2013 Version History Date Version Author/Editor Comments 17 Sept 2012 1.1 Draft Anthony Vage 25 Sept 2012 1.2 Draft Anthony Vage 20 March 2013 Initial first
More informationSupplier s guide to Diversity&Inclusion
Supplier s guide to Diversity&Inclusion Diversity is what makes us the we are. That could be nationality, education, religion, sexual orientation, life experience, gender, ethnicity, race, age, or even
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationUNIVERSITY HOSPITALS OF MORECAMBE BAY NHS TRUST DIGNITY AT WORK POLICY
UNIVERSITY HOSPITALS OF MORECAMBE BAY NHS TRUST 1 Introduction DIGNITY AT WORK POLICY 1.1 For the vast majority of staff of the Morecambe Bay Hospitals NHS Trust, work is a challenging but rewarding experience.
More informationCIVIL ENGINEERING SURVEYORS
ICES ICES is the professional institution for surveyors who study and work in the civil engineering and geospatial industries. Chartered Institution of CIVIL ENGINEERING SURVEYORS APPROVED DEVELOPMENT
More informationDocument Type. Sickness Absence Policy. Document Description. Lead Author(s) Associate Director of People and Workforce Development
Document Title Sickness Absence Policy Document Description Document Type Service Application Human Resources Trust Wide Version 2.1 Policy Reference No POL 156 Ashi Williams Lead Author(s) Associate Director
More informationDorchester Hotel Ltd. Gender Pay Narrative
Dorchester Hotel Ltd Gender Pay Narrative November 2017 1 Table of Contents 1. Introduction... 3 2. Foreword... 3 3. Gender Pay Gap... 4 4. Closing remarks... 6 2 1. Introduction In light of the recent
More informationQualifications: Degree or equivalent experience in relevant subject
Job Description Job Title: Quality and Audit Lead Location: Responsible to: Director of Hours: Organisational Development Accountable to: Chief Executive Responsible for: St Clare Hospice Full time Qualifications:
More informationJob title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role:
Job title: Diversity & Inclusion Manager Grade: PO 5 Role code: EBC0470 Status: Police Staff Main purpose of the role: Develop, co-ordinate and implement the Forces Diversity & Inclusion Strategy, ensuring
More informationGrievances Employee Guide
Grievances Employee Guide 1 Contents 1. Introduction 3 2. Support and assistance 3 3. When does the Grievance Policy apply? 4 3.1 Collective grievances 4 3.2 If you have left Nationwide 5 4. The grievance
More informationDIVERSITY AND INCLUSION POLICY
DIVERSITY AND INCLUSION POLICY Definition Carillion will make every effort to ensure that staff and job applicants are treated with courtesy, dignity and respect irrespective of race (including colour,
More informationEQUALITY, DIVERSITY AND INCLUSION STRATEGY
. EQUALITY, DIVERSITY AND INCLUSION STRATEGY www.britishcouncil.org 1 VISION STATEMENT Equality, diversity and inclusion 1 are at the heart of our cultural relations ambitions. They contribute to the mutual
More informationKnowledge Management Strategy
Knowledge Management Strategy 2013-2017 Promoting the management & use of knowledge for the best patient care Margaret Rowley April 2013 WAHT-code Page 1 of 13 Version 1.3 DOCUMENT CONTROL Originator:
More informationEquality and Diversity in Employment Policy
RCCG/GB/16/163 v. Equality and Diversity in Employment Policy Version No Author Date Comments Approved by V1.0 Lynne Sharp 8-9-16 First draft for comments AGEM HR BP November HR Comments 2016 17-11-16
More informationMind Equalities Statement
Mind Equalities Statement Equalities Statement Equality and diversity are essential to Mind s mission. As a whole organisation, we will seek to implement this priority in all our work. We are committed
More informationCOMMUNICATIONS STRATEGY
COMMUNICATIONS STRATEGY 2016-2019 Introduction and purpose This strategy details how communications will support the delivery of shaping the future of urgent & emergency care (EEAST strategy 2016-21).
More informationChief Constable of Cleveland Police
Chief Constable of Cleveland Police JOB DESCRIPTION Job Title Service Unit Team Responsible to Salary Range Vetting Status Chief Constable Cleveland Police Cleveland Executive Team Police and Crime Commissioner
More informationCould you help lead the NHS in your area?
Could you help lead the NHS in your area? Non-executive director Candidate information pack Reference: L1667 We value and promote diversity and are committed to equality of opportunity for all and appointments
More informationThe Bramble Academy. Year 6 Classroom Teacher L1-3. Job Application Pack
The Bramble Academy Year 6 Classroom Teacher with Key Stage 2 Leader Responsibility L1-3 (Required September 2018) Job Application Pack 1 Welcome from the CEO of the Evolve Trust The Evolve Trust aims
More informationLeadership Development Strategy Excellence Every Time
Leadership Development Strategy 2016-2019 Excellence Every Time At the heart of everything SHIRLEY SILVESTER Learning & Organisational Development Manager January 2016 Contents 1. Introduction to the Leadership
More informationCommunications Strategy Summary and Action Plan 2016/18
James Paget University Hospitals NHS Foundation Trust Communications Strategy Summary and Action Plan 2016/18 here YOU come first Changing Times: Communications Strategy Summary and Action Plan The James
More informationRegional Young People s Services Manager. Job Title: Region: Base: Reports to: Regional - TBC National Head of Operations YP Services
Job Title: Region: Base: Reports to: 1. Main purpose of the role Regional Young People s Services Manager Regional - TBC National Head of Operations YP Services The purpose of this role is to provide inspirational
More informationCode of Corporate Governance
Code of Corporate Governance 1 FOREWORD From the Chairman of the General Purposes Committee I am pleased to endorse this Code of Corporate Governance, which sets out the commitment of Cambridgeshire County
More informationour equality and diversity action plan 2010 to 2012
our equality and diversity action plan 2010 to 2012 As a public-service provider, a statutory body and an employer, the Financial Ombudsman Service is fully committed to the fair and equal treatment of
More informationBusiness plan
Business plan 2017-20 The text of this document (but not the logo and branding) may be reproduced free of charge in any format or medium, as long as it is reproduced accurately and not in a misleading
More informationORGANISATIONAL DEVELOPMENT PLAN
ORGANISATIONAL DEVELOPMENT PLAN 2014-2015 1 Introduction The Northumbria Healthcare NHS FT Organisational Development plan 2014 2015 sets out to ensure we develop our staff to achieve the Trust Vision
More informationLearning agreements: the benefits for employers in the NHS
Learning agreements: the benefits for employers in the NHS Working in partnership to protect and promote learning in the workplace Foreword Any provider of health services today is aiming to provide high
More informationOur people 85% 40.5% Be a great place to work
Our people We are dedicated to building an inclusive, open and trusting organisation that embraces the skills, knowledge and unique ability of our employees. We are also committed to respecting and embedding
More informationEnc 4. Human Resources/ Organisational Development Strategy
Enc 4 Human Resources/ Organisational Development Strategy 2015-2020 Version: 1 Submitted for approval by Trust Board Date: 20 th January 2015 1 Human Resources/Organisational Development Strategy for:
More informationGrievance Procedure. [Company Name] Drafted by Solicitors
Grievance Procedure [Company Name] Drafted by Solicitors Contents Clause 1. Policy statement... 1 2. Who is covered by the procedure?... 1 3. Using this procedure... 1 4. Raising grievances informally...
More informationJob Description. Human Resources Business Partner. Grade E of Mind s salary scales. Purpose of job
Job Description Job title Reporting to Department Salary Hours of work Located at Type of contract Human Resources Business Partner Head of HR & OD Infrastructure Grade E of Mind s salary scales 35 hours
More informationNon-executive Director. Applicant s information pack
Non-executive Director Applicant s information pack 1 Contents Section 1 Information about the posts being appointed to 2 Introduction 3 Our strategy, goals and values 4 Additional sources of information
More informationPolicy for Pay Progression Using Gateways
Policy for Pay Progression Using Gateways Policy HR 18 January 2008 Document Management Title of document Policy for Pay Progression Using Gateways Type of document Policy HR 18 Description This policy
More informationIndividual and Collective Grievances Policy (Replacing Policy Number 073 and 108 Workforce)
Individual and Collective Grievances Policy (Replacing Policy Number 073 and 108 Workforce) POLICY NUMBER TPWF/216 VERSION 1 RATIFYING COMMITTEE DATE RATIFIED DATE OF EQUALITY & HUMAN RIGHTS IMPACT ANALYSIS
More informationSAVILLS PRIME SERVICE ACADEMY. SAVILLS PATHWAY Savills Prime Service Academy
SAVILLS PRIME SERVICE ACADEMY SAVILLS PATHWAY Savills Prime Service Academy 1 DIRECTOR S FOREWORD As Property Managers we have the privileged position of shaping the first impression customers and visitors
More informationManaging Work Performance Policy
MWP001 April 2014 Managing Work Performance Policy Policy Number Target Audience Approving Committee MWP001 CCG staff CCG Executive Date Approved 9 th April 2014 Last Review Date April 2014 Next Review
More informationANNUAL WORKFORCE & ORGANISATION DEVELOPMENT REPORT
Item 10.3 ANNUAL WORKFORCE & ORGANISATION DEVELOPMENT REPORT 2015-2016 1. INTRODUCTION The purpose of this report is to provide the NHS Hull Clinical Commissioning Group Board (CCGB) with a summary of
More informationJOB DESCRIPTION. Director of Primary and Out of Hospital Care
JOB DESCRIPTION JOB TITLE: BAND: ACCOUNTABLE TO: RESPONSIBLE TO: BASE: Head of Transformation 8c Director of Primary and Out of Hospital Care Director of Primary and Out of Hospital Care Bernard Weatherill
More informationCommission on Parliamentary Reform
Written Evidence from the Coalition for Racial Equality and Rights Introduction The Coalition for Racial Equality and Rights (CRER) is a Scottish strategic racial equality charity, based in Glasgow. We
More informationRecruitment and Selection Policy and Procedure
Recruitment and Selection Policy and Procedure Date Impact Assessed: March 2014 Version No: 1 No of pages: 14 Date of Issue: Date of next review: April 2015 Distribution: All employees Published: Recruitment
More informationCOUNTY DURHAM & DARLINGTON NHS FOUNDATION TRUST
COUNTY DURHAM & DARLINGTON NHS FOUNDATION TRUST Introduction County Durham and Darlington NHS Foundation Trust is one of the largest integrated care providers in England, serving a population of around
More informationINNOVATION OFFICER -GIRLS
JOB DESCRIPTION: INNOVATION OFFICER -GIRLS DECEMBER, 2017 Registered Charity No. 1060267 WE ARE WOMEN IN SPORT At Women in Sport our vision is a society where gender equality exists in every sphere. We
More informationEqual Opportunities & Race Equality Policy September 2005
Equal Opportunities & Race Equality Policy September 2005 1. EQUAL OPPORTUNITIES POLICY Our Commitment We are committed to the achievement of equal opportunities. This is central to our mission as a University
More informationGrievance Policy and Procedure for Academic Support Staff
Grievance Policy and Procedure for Academic Support Staff 1. Policy a) The aim of the School's Grievance Procedure is to provide a fair process for individual employees to obtain a speedy resolution to
More informationSchool Partnerships Manager, East Midlands and Humber
School Partnerships Manager, East Midlands and Humber Job description Key date/s Salary Location Working pattern Reporting to Direct reports Main contacts Main objective(s) Role requirements All applications
More informationJOB DESCRIPTION. To act corporately at all times and lead on college initiatives as directed
JOB DESCRIPTION Post: Teaching and Learning Coach Post no: 2035 Salary: Responsible to: Location: Working hours: Job purpose: 33-35K per annum Teaching and Learning Manager Nottingham 37 hours per week,
More informationLevel 5 NVQ Diploma in Management and Leadership Complete
Learner Achievement Portfolio Level 5 NVQ Diploma in Management and Leadership Complete Qualification Accreditation Number: 601/3550/5 Version AIQ004461 Active IQ wishes to emphasise that whilst every
More informationEquality and Diversity Policy
Introduction Vicks Enforcement embraces diversity because we firmly believe that what makes us different makes us stronger. We are committed to reflecting diversity and delivering equality in all aspects
More information