Workforce Race Equality Standard

Transcription

1 Workforce Race Equality Standard Name of Provider Organisation: University Hospital of South Manchester Date of Report: June 2015 Name and title of Board lead for the Workforce Race Equality Standard: Janet Wilkinson, Director of HR & OD Name and contact details of lead manager compiling this report: Nikki Ashtiany-Scott, Senior HR Advisor Name of commissioners this report has been sent to: South Manchester and Trafford CCGs Name and contact details of co-ordinating commissioner this report has been sent to: Kate Provan: and Hilda Bertie: Unique URL link on which this report can be found (to be added after submission): This report has been signed off on behalf of the Board on (insert name and date): Andrew Jones, Deputy Director of HR & OD (26 June 2015) *It has been necessary to produce this return in MS Word due to incompatible software with the template produced by NHS England.

2 1.Background narrative a. Any issues of completeness of data: 82.06% of staff have self-reported their ethnicity as recorded on ESR, therefore just less than 18% of our workforce have not stated responses that will have an impact on the validity of the results. This will be addressed over the next 12 months as an audit of employee data will be undertaken. The 2013 and 2014 NHS Staff Survey were each sent to a sample of 850 To produce reliable data the sampling methodology suggests a 60% return rate. Unfortunately our return rates were 36.3% for 2013 and 35.4% for However, in comparison to other NHS Trusts the return rate was fairly typical. b. Any matters relating to reliability in comparisons with previous years: First year reporting on WRES metrics, however where data has been available from previous years this has been included, e.g. for the Staff Survey. 2.Total numbers of staff a. Employed within this organisation at the date of the report: 5954 b. Proportion of BME staff employed within the organisation at the date of the report: 10.82% 3.Self reporting a. The proportion of total staff who have self-reported their ethnicity: 82.06% have self reported their ethnicity

3 b. Have any steps been taken in the last reporting period to improve the level of self-reporting by ethnicity: N/A c. Have any steps been taken in the last reporting period to improve the level of self-reporting by ethnicity: During 2015/16 a process of re-validation and data quality improvement will be undertaken on ESR which will include demographic information 4.Workforce data a. What period does the organisation s workforce data refer to? As at 31 st March Workforce Race Equality Indicators Indicator For each of these four workforce indicators, the Standard compares the metrics for White and BME 1 Percentage of BME staff in Bands 8-9, VSM (including executive Board members and senior medical Data for reporting year 2.26% BME staff in Bands 8-9 and VSM compared to 10.82% BME staff for the whole organisation Data for previous year Narrative implications of data & background According to the 2011 Census the largest ethnic group in South Manchester and Trafford is White at 80.4% and 85.5%. South Manchester has a significant Asian or Asian British population at 9.4%, with Trafford s population at 7.93%. Action taken or planned, e.g. link to EDS2 or Corporate objective Explore the introduction of a stretch target for BME staff at bands 8 and above

4 staff) compared with the percentage of BME staff in the overall workforce. 2 Relative likelihood of BME staff being appointed from Band 8a 5.2% BME Band 8b 4.2% BME Band 8c 0% BME Band 8d 0% BME Band 9 0% BME Senior Manager 0% BME The relative likelihood of white staff being appointed The relative likelihood of white staff being The BME groups are a combined total of 20.6% for South Manchester, which is fifth of the total of the local Clinical Commissioning Group population. It is significantly lower for Trafford at 11.8%. In comparison, the Trust s Black and Minority Ethnic (BME) population stands at 10.82%. It should, however be noted that 18% of our staff have not disclosed their ethnicity. We are pleased that ethnic minority groups are well represented in our workforce compared to the profile of the population we serve in Trafford. It is noted that in particular Asian or Asian British staff are under-represented in comparison to the population we serve in South Manchester. However, the ethnic origin of our staff, disaggregated by banding has changed little in the last 2 years. The largest areas of diversity are found at Band 5 and Medical Staffing. Therefore whilst the Trust can show reasonable representation in our workforce as a whole there is work to be done to attract minority staff across the range of job opportunities and in particular into senior roles. Some of the recruitment monitoring data from NHS Jobs suggests patterns of difference in the performance of ethnic to address the disproportional representation of BME staff (based on 31st March 2015 staffing figures). Further work is required to determine the exact figures the Trust would need to recruit. Include a line on job adverts at bands 8-9 and VSM posts to encourage applicants from BME backgrounds. Explore the introduction of a reciprocal mentoring scheme for BME staff to be paired up with members of the Exec/managers that report directly to the Exec team. Explore succession planning that considers positive action for all board and senior positions and development of the talent pool generally.

5 shortlisting compared to that of White staff being appointed from shortlisting across all posts. from shortlisting compared to BME staff is 2 times Greater. appointed from shortlisting compared to BME staff is 2.5 times greater. groups within our Recruitment & Selection processes. It is positive to see that there has been an improvement in the likelihood of BME staff being appointed from shortlisting compared to White staff over the last 2 years but work is still required to address this gap. The improvement may be in part due to the increase in recruitment and interview training for managers. Analysis of advertised posts that have good representation from BME candidates. Review scoring paperwork to determine reason for nonappointment/ appointment. Investigate if there is a difference between different professions in relation to the success of BME candidates. Investigate DNA rates at interview for BME candidates. Introduce regular spot audits of the recruitment process to encourage fair processes Take action to ensure more recruiting managers have been on the LEAD recruitment training and equality & diversity training, both of which cover unconscious bias. Engagement with local BME community to encourage applications. Explore possible schemes for UHSM professional staff mentoring BME

6 members of the local community with a view to helping them improve their employability. 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 investigation* *Note: this indicator will be based on date from a two year rolling average of the current year and the previous year. 4 Relative likelihood of BME staff accessing nonmandatory training and CPD as compared to White BME staff are 1.5 times more likely to enter the formal disciplinary process compared to White BME staff are 1.5 times more likely to access non mandatory training compared to White 78 formal disciplinaries were recorded by the HR team during the period 1 April March The breakdown by protected characteristics should be viewed by numbers rather than percentages because the small numbers can produce concerning statistics. However 15/78 disciplinaries were with staff from BME backgrounds and as this group makes up only 10.82% of our workforce this will need further investigation. This is based on 219 recorded cases of CPD by the Learning & Development between 1 April 2014 and 31 March The CPD includes the LEAD Leadership programme which was officially launched in May 2015, Nursing CPD and Midwifery CPD. Whilst initial interpretation of the data appears positive, it is important to note Further analysis of each disciplinary case involving BME staff members to look for common themes/issues Build ethnicity into the regular HR team case review meetings Explore further sources of CPD and how this can be better recorded and analysed. Positive action to encourage BME

7 that there is work to be done to further improve the recording of CPD activity across the organisation as there is a significant amount of CPD that is currently not captured centrally. representation on the LEAD leadership and coaching programmes, ensuring that the programme addresses unconscious bias and cultural awareness. Review of Trust nominees for the NW Leadership Academy National programmes and positive action to promote to BME Appraisal working group to consider undertaking an Equality Impact assessment of the Appraisal process to ensure that it is culturally sensitive. For each of these four staff survey indicators, the Standard compares the metrics for White and BME 5 KF.18. Percentage of staff 2014 survey 2013 survey The 2013 and 2014 staff surveys were sent to a sample of 850 To produce

8 experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months. White: 23 BME: 15 White: 31 BME: 19 reliable data the sampling methodology recommends that a 60% return rate is achieved. In 2013 there were 309 responses (36.3%) and in 2014 there were 301 responses (35.4%). Therefore this impacts the reliability and statistical significance of the results for indicators 5, 6, 7 and 8. The Trust aim to improve the return rate for the staff survey 2015 to improve the validity of the data. 6 KF.19. Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months. 7 KF.27. Percentage believing that the Trust provides equal opportunities for career progression or promotion. 8 Q.23. In the last 12 months have you personally 2014 survey White: 19 BME: survey White: 89 BME: survey White: survey White: 21 BME: survey White: 90 BME: survey White: 9 It is positive to see the gap has closed during the last two years between the percentage of White and BME staff experiencing harassment, bullying or abuse from staff in the last 12 months. According to the responses from the 2014 staff survey BME staff are 1.2 times more likely to believe that the Trust does not provide equal opportunities for career progression or promotion. Whilst the gap between the percentage of White staff that reported to have personally experienced discrimination at As above. Drill down to analyse data by department/ professions and further disaggregate by BME groups as far as possible. Further engagement with BME staff to better understand the staff survey results. Using either focus groups or survey monkey. As above.

9 experienced discrimination at work from any of the following? b) Manager/team leader or other colleagues. Does the Board meet the requirement on Board membership in 9? 9 Boards are expected to be broadly representative of the population they serve. BME: 15 BME: 19 No BME representation No BME representation work from the manager/team leader or colleagues, has closed during the last two years, in 2014 more BME staff still reported this. Therefore this is worth further exploration. The lack of BME representation at Board level with voting rights is clear. According to the 2011 Census the largest ethnic group in South Manchester and Trafford is White at 80.4% and 85.5%. South Manchester has a significant Asian or Asian British population at 9.4%, with Trafford s population at 7.93%. The BME groups are a combined total of 20.6% for South Manchester, which is fifth of the total of the local Clinical Commissioning Group population. It is significantly lower for Trafford at 11.8%. In comparison, the Trust s Black and Minority Ethnic (BME) population stands at 10.82%. Positive action to encourage diverse applicants for Board level roles, e.g. Include a line on job adverts to encourage applicants from BME backgrounds. Taking into account the lack of diversity at senior levels when considering reviewing Non-Exec terms of office or appointing new members. Therefore whilst the Trust can show reasonable representation in our

10 workforce as a whole there is work to be done to attract minority staff across the range of job opportunities and in particular into senior roles and at Board level. 6. Are there any other factors or data which should be taken into consideration in assessing progress? Please bear in mind such information, action taken and planned may be subject to scrutiny by the Coordinating Commissioner or by regulators when inspecting the well led domain. In addition to the WRES submission our detailed annual workforce report is published on our main Trust website. Progress is monitored by the EDHR Steering Group, which reports to the Quality Assurance Committee (both of which have Board representation). 7. If the organisation has a more detailed Plan agreed by its Board for addressing these and related issues you are asked to attach it or provide a link to it. Such a plan would normally elaborate on the steps summarised in section 5 above setting out the next steps with milestones for expected progress against the metrics. It may also identify the links with other work streams agreed at Board level such as EDS2. We have an Equality and Diversity action plan for the Trust that is updated and reviewed by the EDHR Steering Group. A copy can be obtained by contacting the Senior HR Advisor at nikki.ashtiany-scott@uhsm.nhs.uk