Workforce Race Equality Standard Progress Report 2018

Transcription

1 Workforce Race Equality Standard Progress Report 2018

2 Contents: 1.0 Introduction Page National WRES Findings from 2017 Page UHNM Results and Performance Page Representation of BME staff in each of the Agenda for Change (AfC) Bands 1 9 and Very Senior Manager (including executive Board members) compared with the percentage of staff in the overall workforce Page The relative likelihood of staff being appointed from shortlisting across all posts Page The relative likelihood of BME staff entering the formal disciplinary process compared to white staff 3.4 Relative likelihood of staff accessing non-mandatory training and career progression and development (CPD) 3.5 Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months 3.6 Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months 3.7 Percentage of staff believing that the Trust provides equal opportunities for career progression or promotion 3.8 Percentage of staff experiencing discrimination at work from a manager, team leader or other colleagues 3.9 The percentage difference between the organisations board voting membership and its overall workforce Page 6 Page 8 Page 9 Page 10 Page 11 Page 12 Page Next Steps Page 14 Appendix Action Plan Page 15 1

3 1.0 Introduction One in five of our NHS colleagues is from a black and minority ethnic (BME) background, but research and evidence indicate that often the treatment and opportunities BME staff get in the workplace do not correspond with the values that the NHS represents. This research also strongly suggest that less favourable treatment of BME staff in the NHS, through poorer experience or opportunities has significant impact on the efficient and effective running of the NHS including on the quality of care received by all patients. It was in response to this evidence that the Workforce Race Equality Standard (WRES) was mandated across the NHS in April 2015; and from April 2016 the Care Quality Commission (CQC) has included the WRES as part of its inspection regime for hospitals. The WRES requires healthcare providers to selfassess against nine indicators. Four of the indicators relate specifically to workforce data; four are based upon data from the national NHS Staff Survey and one considers BME representation on boards. The WRES aims to highlight differences between the experience and treatment of white and BME staff in the NHS, with a view to closing the gap in those metrics. The WRES is intended to provide a platform and direction to encourage and help NHS organisations to: Reduce the differences in the treatment and experience between white and BME staff in the NHS Compare not only their progress in reducing the gaps in treatment and experience but to make comparisons with similar organisations about the overall level of such progress over time Identify and take necessary remedial action on the causes of ethnic disparities in the metric outcomes Organisations are required to publish their data annually. This report and action plan will be published on the UHNM Website. The nine WRES Indicators are: Workforce Indicators 1. Percentage of BME staff in each of the AfC bands 1 9 or medical and dental subgroups and VSM (including executive Board members) compared with the percentage of staff in the overall workforce 2. Relative likelihood of BME staff being appointed from shortlisting compared to white staff 3. Relative likelihood of BME staff entering the formal disciplinary process (as measured by entry into a formal disciplinary investigation) compared to white staff 4. Relative likelihood of BME staff accessing non-mandatory training and CPD compared to white staff NHS Staff Survey findings 5. Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months 6. Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months 7. Percentage of staff believing that the Trust provides equal opportunities for career progression or promotion 8. Percentage of staff experiencing discrimination at work from a manager, team leader or other colleagues Board Representation 9. Percentage difference between the organisations Board voting membership and its overall workforce 2

4 Four of the WRES indicators are drawn from the national NHS Staff Survey. Their reliability is dependent on the size of samples surveyed. Healthcare Providers are encouraged to undertake full staff surveys rather than sample surveys. The response rate for the 2017 staff survey was 42% of the workforce completing the survey, just short of the national average for acute trusts (44%). 485 respondents were from a BME background, representing 12% of those that declared their ethnicity. 2.0 National WRES Key Findings from 2017 The key findings from across the whole of the NHS from last year s WRES analysis found that: White shortlisted job applicants are 1.60 times more likely to be appointed from shortlisting than BME shortlisted applicants, who continue to remain absent from senior grades within Agenda for Change (AfC) pay bands. An increase in numbers of BME nurses and midwives at AfC Bands 6 9 is observed once again in 2017, this pattern has persisted since The number of very senior managers (VSMs) from BME backgrounds increased by 18% from , from 212 to 250 in England. This is 7% of all VSMs which remains significantly lower than BME representation in the overall NHS workforce (18%) and in the local communities served (12%) BME staff are 1.37 times more likely to enter the formal disciplinary process in comparison to white staff. This is an improvement on the 2016 figure of BME staff remain significantly more likely to experience discrimination at work from colleagues and their managers compared to white staff, at 14% and 6% respectively. Similar proportions of white (28%) and BME (29%) staff are likely to experience harassment, bullying or abuse from patients, relatives and members of the public in the last 12 months. The overall percentage of BME staff experiencing harassment, bullying or abuse from other colleagues in the last 12 months dropped from 27% to 26%. BME staff remain more likely than white staff to experience harassment bullying or abuse from other colleagues in the last 12 months. There is a steady increase in the number of NHS trusts that have more than one BME board member. There are now a total of 25 NHS trusts with 3 or more BME members of the board, an increase of 9 trusts since UHNM Results and Performance This year s data demonstrates positive progress against a number of the WRES indicators. A summary of the outcomes of each Indicator is outlined below, with details of the actions undertaken during and how this has impacted on our results and also planned activities for A WRES action plan, which will be monitored at the Trust Equality, Diversity & Inclusion Group is attached as Appendix Representation of BME staff in each of the Agenda for Change (AfC) Bands 1 9 and Very Senior Manager (including executive Board members) compared with the percentage of staff in the overall workforce 96% of the workforce has disclosed their ethnicity, and the percentage of BME staff in our total workforce has increased from 14.62% in 2017 to 15.97% in 2018: 3

5 % of BME Staff Ethnic Group % of Total Workforce White 80% BME 16% Not Stated/Null 4% Total 100% These latest figures compare favourably with BME representation within our local communities. The 2011 Census indicated that across Staffordshire 6.4% of the population is from a Black and Minority Ethnic background. The BME population of Stoke on Trent is 13.4%, and Staffordshire & Stoke on Trent together being 8.1%. What has UHNM done to increase the ethnic diversity of its workforce during 2017/18? UHNM s Recruitment and Retention Strategy demonstrates our commitment to reach out to the local community with the aim of establishing a workforce which reflects its diversity. We work with our local schools and colleges to promote the various roles and routes into employment as part of our Widening Participation Strategy. We promote the diversity of the UHNM workforce through our marketing material. Including actively promoting applications from members of ethnicity minority groups. We monitor appraisal uptake to ensure that all employees receive a personal development review which includes a talent management process - the Maximising Potential Conversation Toolkit. All managers that perform PDR s are required to attend training to ensure that reviews are meaningful and inclusive. Make development opportunities such as coaching and mentoring available to our staff. The following graph demonstrates BME representation across pay bands and by clinical and non-clinical job roles: 30% 25% 20% % of BME Staff in AfC Bands at UHNM (including comparison between clinical and non clinical roles) at % 10% 5% Trust Clinical Non-Clinical 0% under a 8b 8c 8d 9 VSM Agenda for Change Band 4

6 Generally, BME representation across the Trust has remained relatively consistent. The greatest positive difference in comparison with the 2017 data can be seen in Band 4 clinical roles. This increase can be explained by an internal programme supporting overseas qualified nurses whose registration is not recognised in the UK. The corporate nursing practice development team and the medical education team have actively worked with this cohort to achieve the UK standard proficiency at Band 4 Assistant Practitioner level. BME staff are much better represented within clinical roles compared to non-clinical roles, which is not unexpected with the organisation having increasingly looked abroad in recent years to fill nursing and medical vacancies. BME Representation in UHNM Workforce: Non-Clinical Roles Clinical Roles Medical & Dental 5.4% 13.6% 52.4% Nationally, the NHS workforce is 78% white and 18% BME with 4% not stated. The national medical & Dental workforce is 55% white and 37% BME. For all AfC bands the national profile is 81% white and 15% BME (1 Source: Health and Social Care Information Centre (excludes General Practitioners) There is a lack of BME representation at senior levels within the organisation. This is a well-documented national situation, which can be linked to issues surrounding BME access to career opportunities. Activities for to further create a workforce that is representative of our local communities Include the practical application of the Trust Recruitment Policy, including awareness of fair recruitment practice and an understanding of unconscious bias within the Gateway to Management programme. Roll out of the Values Based Recruitment toolkit, following feedback from pilot sites. Engage with our BME workforce and BME Staff Network to identify barriers/issues related to career progression. Continue with our widening participation strategy during 2018/19 to increase the number of applicants from minority groups from within our local community. 3.2 The relative likelihood of staff being appointed from shortlisting across all posts This indicator, which is extracted from the TRAC recruitment system and ESR, indicates that across all recruitment, BME applicants are equally as likely to be appointed from shortlisting as white staff with a metric of 1.0. A metric above 1.0 would indicate that white staff are more likely to be appointed. A review of the Trust ESR System indicates that for the 12 month period June 2017 May 2018, the Trust appointed to 1,036 internally and externally advertised posts of these 238 appointees were from a BME background, 739 from a White background and 59 appointee s did not disclose their ethnicity. Ethnic Group Shortlisted Appointed % appointed from shortlisting White % BME % Not Stated % 5

7 (As per WRES guidance, this year s data excludes Deanery and bank appointments; which means that this indicator cannot be directly compared with previous years results). What actions has UHNM taken during 2017/18 taken to ensure that its recruitment processes are fair? The recruitment system TRAC was introduced in January This accurately records all internal and external recruitment and improves transparency of our data. 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 from the Trusts recruitment team. The Trust Values are included in our recruitment literature that is received by potential employees. Comprehensive recruitment guide developed for managers. Chairs of interview panels are required to have undertaken Recruitment/Equality and Diversity training. Our data tells us that we are performing well on this indicator compared to other organisations: 2018 UHNM Result 2017 National Result 2017 Result by 2017 Result for Acute Midlands & East Region Sector Activities for Launch of the STP wide Staffordshire Black and Minority Ethnic Leadership Development Stepping Up programme. The programme is targeted at existing BME employees in AfC Bands 5 7, with the aim of addressing imbalances in BME representation in leadership roles at every level. The first of three cohorts commences in September 2018, with good representation from UHNM The inclusion of recruitment and selection training to incorporate unconscious bias in the Gateway to Management programme. Continue promoting careers at UHNM through a range of widening participation events and engagement with our local communities. Roll out of the Values Based Recruitment toolkit. 3.3 The relative likelihood of BME staff entering the formal disciplinary process compared to white staff This indicator is based on data from a two year rolling average of the current year and the previous year of entry into a formal disciplinary process as recorded on the HR Case Tracker. 6

8 What actions has UHNM taken during 2017/18 taken to ensure that its disciplinary processes are fair? An electronic HR case tracker has been implemented. This records protected characteristics of individual staff members entering the formal disciplinary process (and other formal HR processes), in addition to whether a protected characteristic(s) is an element of the case subject. The case tracker now also records referrals to professional organisations, such as GMC, NMC etc. these can similarly be analysed by ethnicity or other protected characteristic. The HR Department continues to work closely with the Trade Unions to monitor consistency of approach to formal disciplinary cases. Introduction of a disciplinary policy toolkit for managers including templates and investigation pack to ensure consistency of application. Guidance for managers about when and how to suspend to ensure consistency of approach. A module on the practical implementation of the disciplinary policy and investigations process is included in the Gateway to Management programme. Entry into a Formal Disciplinary Process - by Ethnicity ( / ) unknown/not BME stated 8% 6% White 86% The data indicates that white employees remain more likely than BME staff to enter a formal disciplinary process. The indicator has slightly deteriorated from a relative likelihood of BME staff entering the formal disciplinary process of 0.17 in 2016 to 0.7 in 2018 but compares favourably to available comparators UHNM Result 2017 National Result 2017 Result by 2017 Result for Acute Midlands & East Region sector

9 Activities for 2018/19 Introduction of an e-learning Disciplinary Chair training package, which must have been completed prior to chairing a panel. Launch of the disciplinary case manager and case investigator checklist to ensure consistency. Review the NHS Improvement Agency approach to a Just Culture, and how UHNM can place a greater focus on learning 3.4 Relative likelihood of staff accessing non-mandatory training and career progression and development (CPD) This indicator measures the relative likelihood of BME staff accessing non-mandatory training compared to white staff. has improved on 2017, with a reduction from 1.05 in 2017 to 1.02 this year. This indicator is based on employees accessing non-mandatory training that is recorded on the ESR system. Enrolments in to Non Mandatory Training by Ethnicity % Not Stated 3% BME 16% White 81% Our 2017 Staff Survey results indicate that: Our BME workforce reported the greatest percentage of employees appraised in the last 12 months at 84% compared to 79% for white staff. Our BME staff reported the greatest satisfaction with the quality of their appraisals at 3.60 compared to 2.96 for white staff Our BME staff reported the greatest satisfaction with the quality of non-mandatory training, learning or development compared to other demographic groups with an indicator of 4.19 compared to 4.01 for white staff. How UHNM worked in 2017/18 to ensure access to learning and development is inclusive: Launch of the CONNECTS leadership and improvement programme the programme has three awards, Silver, Gold and Platinum which have been designed to support the development of all of our staff at all levels. Our data Continuation tells us that of UHNM the Gateway performs to Leadership well in comparison and Gateway with other to Management organisations: programmes. 8

10 The data tells us that UHNM performs well when comparing with other NHS organisations: 2018 UHNM Result 2017 National Result 2017 Result by 2017 Result for Acute Midlands & East Region sector Activities for 2018/19 BME leadership programme graduates to pilot the Talent Management Framework, to include the formation of Career & Development plans and accessing a range of personalised development opportunities such as internal coaching and mentoring, work shadowing etc. Engage with our BME workforce and BME Staff Network to identify where there are barriers to BME staff accessing learning and development opportunities. Continue to promote coaching and mentoring schemes and the comprehensive leadership development brochure to all staff. This will include the graduates of the Staffordshire Stepping Up Programme becoming mentors or coaches for other BME staff within the organisation. Continue to monitor BME representation on leadership development programmes ensuring that this is representative of the workforce and to ultimately support action to address the disparity of BME staff in senior roles. 3.5 Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months This indicator is taken from the 2017 NHS Staff Survey, which had a response rate of 42%. The 2017 staff survey indicated that 27% of BME staff who responded to the survey reported experiencing harassment bullying or abuse from patients, relatives or the public in the last 12 months, compared with 25% of white staff who responded. UHNM s Security Management Strategy was launched in 2016: Key priority to reduce violence and physical assaults against NHS & Contracted Staff by 10% in 5 years. Posters are displayed around the organisation to encourage the reduction of abuse of NHS staff. Conflict resolution training is available for all staff in patient facing roles. Security Awareness E-learning is also available to all staff. The Trust has ratified the Policy for the Management of Violence & Aggression at Work, which has recently been reviewed and updated. Support is provided by an onsite Security Response Team on both sites along with a dedicated presence in the Security Control Room, Emergency Centre and site wide patrols at the Royal Stoke Hospital. This is a 24/7, 365 days of the year service. 9

11 This indicator is unchanged from 2016 for both BME and white staff. UHNM figures are slightly better than the average for acute trusts of 28% for BME staff and 27% for white staff. Activities 2018/19 Continue to promote the reduction of violence and aggression and ensure that our staff are equipped with up to date conflict resolution training and skills. Continue to promote a culture where staff are empowered to speak out about risk to patient and staff safety. 3.6 Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months This indicator measures the percentage of BME staff reporting experience of bullying or abuse from other staff in the 2017 Staff Survey in comparison with the organisation as a whole. What actions have UHNM undertaken in 2017/18 to tackle bullying and harassment in the workplace? Launch of the revised Trust Values and Promises, created from the engage@uhnm and In Your Shoes engagement events and promote these through Induction of new starters, mandatory training the Gateway to Leadership programme and Values Recognition Scheme. Launch of the Gateway to Management development programme to equip managers with a toolkit of skills in people management, to include creating compassionate workplaces, holding effective difficult conversations and addressing respect and dignity issues at the earliest opportunity. Implementation of the Personal Development Review with a focus on how staff demonstrate the trust values in their everyday work. Annual Anti-Bullying Awareness Week held in November 2017 as part of a wider values and behaviours campaign to raise awareness of what bullying and harassment is, promotion of the revised Trust Values of Safe, Together, Compassion and Improving. Promotion of the role of the Employee Support Advisors, Mediation Service and Freedom to Speak Up Guardian at both hospital sites. Revision of the Dignity at Work Policy and informal routes of addressing dignity at work issues. The data tells us that there has been a slight improvement in the percentage of BME staff reporting experience of harassment, bullying or abuse from other staff in the 2017 Staff Survey, reducing to 30% compared to 31% in the 2016 survey. White staff reported 27% experience of harassment, bullying or abuse from staff in the last 12 months, again a slight reduction from the 2016 staff survey which reported 28%. 10

12 However, UHNM figures are slightly worse than the acute trust average reported in the 2017 survey of 25% for white staff and 27% for BME staff. Actions during 2018/19 to tackle perceptions of bullying and harassment Increase internal Mediator numbers to 18 with training held in April 2018, this will enable greater focus on using mediation as an informal method of addressing dignity at work issues. Harassment Round Table event held in June 2018 to engage with our workforce and gain an understanding of harassment in the organisation and to include actions in our Call to Action on Bullying plan. Continue to promote the role of Employee Support Advisors to provide practical support through the dignity at work process and raise awareness of routes for staff to raise concerns. Increase Freedom to Speak Up Guardian resource with the appointment of two Associate roles. Use Gateway to Management to promote compassionate leadership and equip managers with a range of tools to manage compassionately, to tackle dignity at work issues early on encouraging informal resolution wherever appropriate. Create a Managers Guide to Facilitated Meetings as part of a dignity at work toolkit. Continue to use a range of indicators, to include informal and formal cases of bullying or harassment, trends identified through Speaking Up routes, staff survey results, sickness data to identify areas that may require targeted OD interventions to address issues. 3.7 Percentage of staff believing that the Trust provides equal opportunities for career progression or promotion This indicator is taken from the 2017 Staff Survey results. The percentage of our BME staff that believe that the Trust provides equal opportunities for career progression or promotion has remained at 78%, so unchanged from the previous year. The percentage of white staff believing that the organisation provides equal opportunities for career progression or promotion has deteriorated from 85% in the 2016 Staff Survey to 82% in the 2017 Survey. What actions has UHNM taken during 2017/18 to promote career progression or promotion opportunities for all our staff? All managers carrying out personal development reviews are required to have attended training in the process including how to undertake the Maximising Potential Conversation Toolkit. Launch of the CONNECTS leadership development programme. A cohort of ILM Level 5 trained Coaches are available to support individuals identified as talented and future leaders. 11

13 The 2017 Staff Survey indicates that the national average for acute trusts of BME staff believing that there is equal opportunity for career progression or promotion is 75%, and hence UHNM is performing better than the average for BME responses, but worse than the average for white staff, which is 87%. Activities for 2018/19 Launch of the Staffordshire Stepping Up Programme aimed at BME employees in bands 5 7 to be launched September 2018 across the STP. UHNM Careers Week to be held 1 5 th October to celebrate and promote career development available to all staff working at UHNM and access to career coaching advice and guidance Engage with our BME workforce and BME Staff Network to understand what actions are needed to address perceptions of fairness and inequality in career progression. 3.8 Percentage of staff experiencing discrimination at work from a manager, team leader or other colleagues This indicator is taken from the 2017 Staff Survey results, and demonstrates staff experience of discrimination in the workplace from a manager, team leader or other colleagues. Actions taken by UHNM to tackle feelings of discrimination during 2017/18 Launch of revised Trust values of Compassion, Together, Safe and Improving. Equality and Inclusion formed part of this promotion and the expectation of our staff to work in culturally competent ways and create an environment free from discrimination. Gateway to Leadership programme in place to promote compassionate leadership and the Trusts values, which includes 'valuing diversity' as part of our Dignity and Respect Value. Face to face and e-learning methods of undertaking the Trust Equality and Diversity training are available with current compliance being 88.6% of the workforce undertaking the training within date. Exit Questionnaire updated to include a section for leavers to comment on concerns of discrimination and how to raise these with Freedom to Speak Up Guardian. This data is reviewed on a quarterly basis to identify trends. The data tells us that there has been an improvement in this indicator. The Trust score for 2017 was 14% of BME staff and 7% of white staff reporting experience of discrimination (compared to 15% of BME staff reporting experiencing discrimination in the 2016 Staff Survey and 8% of white staff) The average percentage reported for acute trusts in 2017 was 15% of BME staff and 7% of white staff and therefore UHNM is reporting better than average results in comparison with other acute trusts. 12

14 Activities for 2018/19 Consulted with our staff at a Harassment Round Table event in June 2018 to identify key areas to focus on and develop actions going forward. Produce Harassment guidance for managers and guidance on the involvement of the Police. Engage with our BME workforce and BME Staff Network to identify specific concerns and actions to target discrimination against BME staff. 3.9 The percentage difference between the organisations board voting membership and its overall workforce Boards are expected to broadly representative of their workforce. At UHNM there continues to be no BME representation within the voting or non-voting Board membership. This indicator has therefore deteriorated from last year due to the percentage of BME membership of the workforce increasing and therefore the percentage difference between the voting membership and its BME workforce increasing to -15.9%. There were no changes in the ethnicity of voting or non-voting membership of the board during ; however, applications were sought from BME applicants to participate in the Nye Bevan leadership programme for aspiring directors. Actions to progress the diversity of our board membership and commitment to inclusivity by our Board 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 Executive and Non-Executive Directors have up to date training in equality and diversity. Designate a Race Equality Champion from amongst the Board membership to demonstrate commitment at a senior level and improve Board level engagement in the race equality agenda. Seek to introduce a Reverse Mentoring programme with members of the board and other senior leaders in the organisation and members of our BME workforce. 13

15 4.0 Next Steps The aim of the WRES has been to enable NHS Trusts to understand what they need to do to improve workforce race equality and to embed the WRES within their organisations. UHNM is privileged to have been selected to participate in the first cohort of 50 organisations in the WRES Experts programme. This is the next phase of the WRES, with a focus on sustainability of the WRES and spreading replicable good practice at a local level, and equip NHS organisations with inhouse expertise to improve workforce race equality. Su Lapper, corporate Project Nurse is UHNM s WRES Expert and is currently completing the 7 modules of the programme held over a 9 month timeframe. Our WRES Expert will then work positively and proactively on this agenda and will lead on strategies for systemic and cultural change that will embed the WRES at UHNM. The programme aims to provide a legacy within the NHS system to address inequality and improve staff welfare and patient care. The attached Action Plan attached details planned activities for to improve inequalities between our BME staff compared to the overall organisation. The Action Plan will be published on the UHNM website and will be monitored on a quarterly basis by the Trust Equality, Diversity & Inclusion Group and at our BME Staff Network, chaired by our WRES Expert. The Trust priorities for in relation to workforce race equality will focus on: Engaging with our BME workforce to identify issues that matter to them through a range of staff engagement events including our BME Staff Network. Actively take steps to address BME representation in senior roles at UHNM and across the health economy through the Staffordshire Stepping Up Programme and its legacy including UHNMs Talent Management Strategy. Ensure that recruiting managers are equipped to recruit fairly and without discrimination. Improving staff experience and perception of bullying and harassment and discrimination in the workplace. Progress will be measured by improved scores in the 2019 WRES submission, Staff Survey results and the monitoring of other relevant metrics. 14

16 Appendix 1: UHNM WRES Action Plan No. WRES 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. Actions Recruiting managers to attend awareness of equality and diversity in recruitment as part of Gateway to Management. This will include unconscious bias awareness. Launch of the Staffordshire Stepping Up BME Leadership Programme and legacy. Engage with our BME workforce and BME Staff Network to identify perceptions around barriers to career opportunities and the progression of BME staff into senior roles. Continue with a variety of widening participation campaigns during the year to increase the number of applicants from BME groups in the local community. Continue to work with schools and colleges throughout our communities with higher ethnic representation to promote careers and opportunities at UHNM and in the wider NHS. Timescale for Delivery Q3 Q2 Q3 Ongoing Ongoing Lead People & OD lead/ E&D Lead E&D Lead E&D Lead/WRES Expert WP Lead WP Lead 2. Relative likelihood of staff being appointed from shortlisting across all posts Recruiting managers to attend awareness training in equality and diversity as part of Gateway to Management. This will include unconscious bias awareness. Roll out Values Based Recruitment toolkit. Launch of the Staffordshire Stepping Up BME Leadership Programme and legacy. Q3 Q4 Q2 Recruitment Lead/E&D Lead Recruitment Lead E&D Lead 3. Relative likelihood of staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation Introduce e-learning package for Chairs of disciplinary panels. Q2 ER Lead Launch the Disciplinary Checklist for Case Managers and Investigating Officers to promote standardisation and consistency. Q1 ER Lead

17 4. Relative likelihood of staff accessing non mandatory training and CPD Undertake an analysis data to understand where there may be pockets of underrepresentation of BME staff accessing non-mandatory training whether by occupation or department Engage with our BME workforce and BME Staff Network to identify any barriers to accessing learning and development. Q4 Q3 E&D Lead E&D Lead/WRES Expert Develop the proposed UHNM Talent Management Strategy and Framework, piloting with BME Stepping Up Programme graduates. Q3 OD Lead/E&D Lead Continue to promote coaching and mentoring schemes, including Staffordshire Stepping Up graduates becoming mentors for other BME staff in the organisation. Q4 OD Lead/ED Lead 5. KF25 percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months 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 Team along with a dedicated presence in the Security Control Room, Emergency Centre and site wide patrols. 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. This is Ongoing Security Lead 6. KF26 percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 Continue to take forward the Collective Call to Action on Bullying Action Plan by working in collaboration with our Trade Unions to raise tackle bullying behaviours and empower staff to address inappropriate behavior where it occurs. This Action Plan is monitored at the Trust Joint Negotiating & Consulting Committee (TJNCC). Raise awareness of bullying and harassment through campaigns such as the Annual Anti Bullying campaign November 2017 and Speaking Up Month October Ongoing Q3 E&D Lead E&D Lead 16

18 months Launch of Gateway to Management Compassionate workplaces (and the prevention and management of conflict) package to equip managers with a toolkit of skills in people management to include creating compassionate workplaces, holding effective difficult conversations and addressing respect and dignity issues at the earliest opportunity. Q3 People & OD Lead/ E&D Lead Increase Mediator numbers and promote mediation / facilitated meetings as effective tools to enable behaviour change. Q1 OD Lead/ED Lead Increase Freedom To Speak Up Guardian resource through the appointment of two associate roles. Q1 Director of HR 7. KF21 percentage believing the Trust provides equal opportunities for career progression or promotion 8. Q17 in the last 12 months have you personally experienced discrimination at work from any of the following: Manager / Team Leaders or other colleagues? Develop promotional material highlighting BME role models within the Trust. Q4 E&D Lead Engage with our BME workforce and BME Staff Network to improve understanding of staff perceptions about fairness and equality of opportunity. Promote coaching and mentoring schemes available to support individuals identified as talented and future leaders, this will include creating BME mentors through the Staffordshire Stepping Up programme. Look to introduce a reverse mentoring scheme (in collaboration with STP partners). Q3 Q4 Q4 E&D Lead/WRES Expert ED & OD Lead E&D Lead Introduction of Values Recognition Scheme. Q1 People & OD Lead Harassment Round Table event June 2018 to identify staff concerns around harassment in the workplace and actions required. Continue to promote Freedom to Speak Up Guardian and Employee Support Advisors and routes to raise concerns. Engage with our BME workforce and BME Staff Network to identify specific concerns and actions to target discrimination against BME staff. Q2 Ongoing Q3 ER and ED leads E&D Lead E&D Lead/WRES Expert 17

19 9. Percentage difference between the organisations Board voting membership and its overall workforce 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 non-executive directors have received appropriate training in equality and diversity. Review prior to next recruitment Ongoing Director of HR Director of HR Designate a non-executive director to champion race equality within the organisation and work with the WRES Expert to further the race equality agenda. Q4 E&D Lead/Director of HR 18