NHS Workforce Race Equality Standard (WRES)

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1 2016 NHS Workforce Race Equality Standard (WRES)

3 NHS Workforce Race Equality Standard (WRES) 2016 Date of Report: July 2016 Subject: NHS Workforce Race Equality Standard; Royal National Orthopaedic Hospital (RNOH) WRES Report 2016 Author: Michelle Hodgkinson, Deputy Director of Education and Engagement Purpose of the report: The report provides an overview of current performance within the RNOH against the nine indicators of the NHS Workforce Race Equality Standard (WRES). The Standard came into effect on 1 st April 2015 with organisations required to publish their second dashboard of data by 1 st August The standard is designed to improve the representation and experience of Black and Minority Ethnic (BME) staff at all levels of the organisation particularly senior management. The report provides: Executive summary of key findings and proposed areas of focus for 2016/17 More detail on the nine indicators Indication of direction of travel for the coming year The report is complimented by a standard WRES reporting template that has been provided to all NHS organisations by NHS England. Relationship with Business Plan & Assurance Framework: The WRES is now mandated as part of the standard NHS Contract. As such, the Trust will / should be scrutinised in terms of performance by our commissioners. Non-compliance with the WRES would create risks for the organisation in terms of reputation, but also more importantly in terms of the wellbeing of the overall workforce. Equality & Diversity: A national Equality Analysis has been completed of the WRES and is available to view at: 3

4 NHS Workforce Race Equality Standard (WRES) Dashboard Executive Summary Background The WRES came into effect on 1 st April 2015 with organisations required to publish their second dashboard of data by 1 st August The standard is designed to improve the representation and experience of Black and Minority Ethnic (BME) staff at all levels of the organisation particularly senior management. In the context of the WRES, White staff comprises White British, White Irish and White Other (Ethnic codes A,B,C) whereas BME staff comprise all other categories excluding not stated. Overall there are nine indicators that make up the NHS WRES. These are detailed on page and comprise workforce indicators (1 4), Staff Survey Indicators (5 8) and an indicator focused on board representation. The WRES dashboard for RNOH is based on 97.5% of RNOH staff. This is the proportion of staff who have an ethnicity recorded on ESR. RNOH has chosen to progress actions on the WRES as part of the wider Organisational Development (OD) strategy. The WRES is a tool to measure improvements in the workforce with respect to BME staff but it is acknowledged that many of the methods are transferable on to other protected groups and the wider workforce as a whole. Creating the required culture is a key tenant of our OD strategy and one in which the work around the WRES fits well. 4

5 Total Staff = 1,505 RNOH Results 2015/16 BME = 42.9% Indicator 1 shows that at 31 st March 2016, 42.9% of our staff are from a BME background. A detailed breakdown by band is shown on page 12. This is up from 41.1% in 2014/15. Indicator 2 shows that in the RNOH, people from a White background are 1.26 times more likely to be appointed (following shortlisting) than people from a BME background. This figure has reduced from 1.91 relative likelihood towards White individuals in 2014/15. Indicator 3 shows that in the RNOH, BME staff were 1.62 times more likely to be subject to formal disciplinary procedures when compared with White staff. This is based on a two-year rolling average of all closed disciplinary cases between 1 st April 2014 and 31 st March This figure has remained static from 2014/15, although in 2014/15 it was incorrectly reported based on a 12 month reporting period only. 5

6 Indicator 4 shows that in RNOH, people from a White staff 1.50 more likely to access non-mandatory training and CPD. This figure uses data from January 2016 March 2016 only. We did not previously report this figure but have now put in place a system to capture data. Indicator 5 shows that, according to the National NHS Staff Survey, BME and White staff are equally likely to experience bullying and harassment from patients, relatives or the public in the last 12 months. There has been no significant movement in this figure from last year. 25 % 25 % Indicator 6 28 % 26 % shows that, according to the National NHS Staff Survey, BME staff are slightly more likely to experience bullying and harassment from staff members with 28% of BME staff stated they had experienced bullying as opposed to 26% of White staff. This figure has remained relatively static since 2014/15. 6

7 Indicator 7 71 % 88 % shows that, according to the National NHS Staff Survey, BME staff are less likely to feel that the Trust offers equal opportunities in career progression. However, there has been an improvement in this figure for BME staff in 2015/2016 up to 70% from 67%. White staff score has also improved from 85% to 88%. Indicator 8 shows that, according to the National NHS Staff Survey, BME staff report that they are more likely to have suffered discrimination by managers, team members or other colleagues. However, this figure has reduced from 17% to 15.7% over the course of the year. 16 % 8% Indicator 9 0 % shows that the voting members of the Trust board do not come from a similar background to the overall Trust workforce. 42.9% of our workforce are of a BME background but none of the voting members of the Trust board are from a BME background. This is unchanged since last year. 7

8 Areas of focus for 2016/17 The key areas of focus for the coming year should be: 1 Continue the provision of Fair Recruitment Training and introduce values-based recruitment to help recruit people who are suited to the role and aligned with our values 2 Implement the newly reviewed Conduct policy and ensure employee relations cases are being regularly reviewed to identify learning 3 Continue with the roll out of Management Skills training, including training on bullying and harassment and unconscious bias awareness. 4 Develop the newly formed Equality Achievement Network group and launch relevant events such as the planned diversity festival in September Develop learning opportunities for all staff with a particular emphasis on BME staff and the development of mentoring and coaching opportunities 6 Implementation of the Trust Values Project 7 Development and implementation of the Leadership Development Programme 8 Development of the RNOH Leadership Forum and establishment of people management principles. 8

9 NHS Workforce Race Equality Standard (WRES) Dashboard 2015 Main Report Background All NHS organisations need to meet the challenge to ensure black and minority ethnic (BME) staff are treated fairly and their talents valued and developed because: Research shows that unfair treatment of BME staff adversely affects the care and treatment of all patients Talent is being wasted through unfairness in the appointment, treatment and development of a large section of the NHS workforce Precious resources are wasted due to the impact of such treatment on the morale, discretionary effort, and ultimately the departure of BME staff Research shows that diverse teams and leaderships are more likely to increase organisational effectiveness and show the innovation that the NHS needs Organisations whose leadership composition bears little relationship to that of its workforce and the communities it serves will be less likely to deliver the patient focused care that is needed. There have been a number of approaches within the NHS in past years to tackle issues of inequity in the workforce; however the WRES is the first set of measurable indicators that has been developed to help organisations track progress. The WRES is therefore a tool to measure improvements in the workforce with respect to BME staff, with many of the methods being transferable to focusing on other protected groups. The RNOH has chosen to progress actions on the WRES as part of the wider organisational development strategy. Creating the required culture is a key tenant of our OD strategy and one in which the necessary work around the WRES fits well. 9

10 WRES indicators There are a total of nine indicators that make up the WRES, split across Workforce, Staff Survey and Board Representation. These are detailed on the following pages: Workforce Indicators 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 Note: Organisations should undertake this calculation separately for nonclinical and for clinical staff 2 Relative likelihood of staff being appointed from shortlisting across all posts 3 Relative likelihood of staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation Note: 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. 10

11 WRES indicators 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 6 KF 26. Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months 7 KF 21. Percentage believing that the Trust provides equal opportunities for career progression or promotion 8 Q217. In the last 12 months have you personally experienced discrimination at work from any of the following? b) Manager / team leader or other colleagues. Board representation indicator For this indicator, compare the difference for White and BME staff: 9 Percentage difference between the organisation s Board voting membership and its overall workforce Note: Only voting members of the Board should be included when considering this. 11

12 Workforce indicators Indicator 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 Non-Clinical White % White Non-Clinical BME % BME Non-Clinical TOTAL Clinical White % White Clinical BME % BME Clinical TOTAL Under Band Band Band Band Band Band Band Band Band 8a Band 8b Band 8c Band 8d Band VSM TOTALS

13 Workforce indicators 2016 (Medical) White % White BME % BME TOTAL Consultants Non-Consultant Career Grade Trainee Grades Others TOTAL White % White BME % BME Unknown % Unknown TOTAL Total Workforce Ethnicity ,505 13

14 Workforce indicators Indicator 2 Relative likelihood of BME staff being appointed from shortlisting compared to that of White staff being appointed from shortlisting across all posts. Descriptor White BME Shortlisted Applicants Appointed Candidates Ratio Outcome White staff 1.26 times more likely to be appointed Indicator 3 Relative likelihood of BME 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. Descriptor White BME Number of staff in workforce Number of staff subject to disciplinary action Ratio Outcome BME staff 1.62 times more likely to be subject to disciplinary action 14

15 Workforce indicators Indicator 4 Relative likelihood of BME staff accessing non-mandatory training and CPD compared to White staff between 1 st January st March 2016 only. Descriptor White BME Number of staff in workforce Number of staff accessing non-mandatory training and CPD Ratio Outcome White staff 1.5 times more likely to access training 15

16 Workforce indicators Indicator 5 8 KF 25. KF 26. KF 21. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months Percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months Percentage believing that the Trust provides equal opportunities for career progression or promotion Q217. In the last 12 months have you personally experienced discrimination at work from any of the following? b) Manager / team leader or other colleagues. 100% 90% 88 80% 70% 71 60% 50% 40% 30% 20% 10% % Experienced bullying & harrassment from patients Experienced bullying & harrassment from staff Believes Trust offers equal opportunities for career progression Has experienced discrimination 16

17 Workforce Indicators Indicator 9 Percentage difference between the organisation s Board voting membership and its overall workforce. Descriptor White BME Percentage of staff in workforce Percentage of voting Board members

18 Action planning for 2016/17 Based on the indicators contained in this report, scrutiny of additional RNOH data, and the wider goals of the OD strategy, the Trust has concluded that the priority areas of focus over the coming year should be: Named Lead Usma Patel, Resourcing Manager Delivery Method Operational HR Area of Focus 1 Continue the provision of Fair Recruitment Training and introduce values-based recruitment to help recruit people who are suited to the role and aligned with our values. Publicise and live our new Principles of Fair Recruitment The intention of the Trust is to ensure that individuals are appointed on a fair basis and as such we would like the relative likelihood of staff being appointed from shortlisting equal for both BME and White staff. There has been a clear improvement in this indicator over the last year, with further improvements when you look at the raw data. We ve seen an almost three-fold increase in shortlisted BME applicants (1,373 BME applicants up from 565) in the last year and an according uplift in number of BME appointments. Further work will be implemented to improve this. Named Lead HR Business Partners (BPs) Delivery Method Operational HR Area of Focus 2 Implement the newly reviewed Conduct policy and ensure employee relations cases are being regularly reviewed to identify learning Data shows that BME staff are 1.62 times more likely to be subject to formal disciplinary procedures when compared with White staff (based on a rolling two-year average of closed cases). Further analysis is needed to look at populations of different staff groups and identify that processes are being applied fairly and, where this is not the case, take steps to mitigate inequity. The newly revised Conduct policy should help with this but regular review will be undertaken to identify further learning. 18

19 Named Lead HR BPs & Seema Ahmed, Education Manager Delivery Method Operational HR Area of Focus 3 Continue with the roll out of Management Skills training, including training on bullying and harassment and unconscious bias awareness BME staff report proportionately, more negative experiences of bullying, harassment and discrimination than White staff, yet discrimination of any kind is an issue to address with the entire workforce. The way in which discrimination manifests itself has changed significantly (often due to public equality campaigns) it is therefore felt focusing efforts on unconscious bias awareness will be key. Named Lead Tony Higgins, Communications and Engagement Manager Delivery Method Organisational Development strategy Area of Focus 4 Develop the newly formed Equality Achievement Network group and launch relevant events such as the planned diversity festival in September 2016 Communicating with staff, hearing stories and providing opportunities for shared learning are key to identifying the root cause of inequality. Additionally, there is power in identifying positive role models for BME staff and other minorities who can inspire others. Quantitative data can help to identify priorities but in-depth qualitative discussion is needed to find long-term solutions. This group will therefore also make recommendations for action. 19

20 Action planning for 2016/17 Named Lead Seema Ahmed, Education Manager, and Equality Achievement Network Delivery Method Organisational Development strategy Area of Focus 5 Develop learning opportunities for all staff with a particular emphasis on BME staff and the development of mentoring and coaching opportunities While the small data set this year makes it difficult to judge whether BME staff at the RNOH have restricted access to career development, it is a trend across the NHS and it is clear that within the RNOH BME staff are more likely to report that they do not feel the Trust offers equal opportunities in career progression. As such, we need to develop learning opportunities for all staff but with an emphasis on the BME workforce. Named Lead Tracy Ampah, OD Manager Delivery Method Organisational Development strategy Area of Focus 6 Implementation of the Trust Values Project The Trust s values describe the culture the Trust wants to have. The values were developed by staff and patient representatives and are well understood and embedded in the organisation. The overall purpose of the Values Event is to answer three key questions: Why do we have these values? Why do we need them now? What do they mean to me as an employee / volunteer / patient of the Trust? In the longer term, it is intended that staff will support and challenge each other to demonstrate values-based behaviours. 20

21 Named Lead Tracy Ampah, OD Manager Delivery Method Organisational Development strategy Area of Focus 7 Development and implementation of the Leadership Development Programme BME staff report proportionately more negative experiences of bullying, harassment and discrimination than White staff, yet discrimination of any kind is an issue to address with the entire workforce. With the way of how discrimination manifests itself having changed significantly (often due to public equality campaigns) it is felt focusing efforts on unconscious bias awareness will be key. Named Lead Tracy Ampah, OD Manager Delivery Method Organisational Development strategy Area of Focus 8 Development of the RNOH Leadership Forum and establishment of People Management Principles The Leadership Forum has been established to allow collective learning amongst the Trust s leaders. A key output from this forum will be the development of People Management Principles. 21

22 22 Notes

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