workforce race equality standard (wres) & workforce ... · workforce disability equality...

Workforce Race Equality Standard (WRES) &

Workforce Disability Equality Standard (WDES)

Workforce Race Equality Standard (WRES)

The Workforce Race Equality Standard (WRES) was introduced by the NHS Equality and Diversity Council (EDC) for all NHS Trusts in April 2015. The WRES is a mandatory requirement embedded within the NHS Contract to ensure effective collection, analysis and use of workforce data. This is to ensure that employees from black and minority (BME) backgrounds have equal access to career opportunities and receive fair treatment in the workplace.

NHS Trusts are expected to show progress against nine indicators of workforce quality, the nine indicators cover: • Four workforce metrics – data provided showing comparison of the experience of Black Ethnic Minority (BME) employees

and candidates • Four NHS Staff Survey Findings – all specifically focus on the experience of employees from an equality and diversity

perspective • A metric aimed at achieving a Board that is broadly representative of the population served

Workforce Disability Equality Standard (WDES)

The Workforce Disability Equality Standard (WDES) was also commissioned by the Equality and Diversity Council (EDC), and was introduced in 2019 and is also mandated through the NHS Contract. It aims to support positive change for existing employees and enable a more inclusive environment for disabled people working in the NHS.

NHS Trusts are expected to show progress against ten metrics of workforce quality which cover: • Workforce metrics of which:

• One – workforce composition • Two – recruitment • Three – looks at the likelihood of disabled staff being taken through the formal capability process in comparison to

non-disabled staff • Six NHS Staff Survey findings – all specifically focus on the experience of employees from a disability perspective • A metric aimed at comparing the workforce composition against Board representation by:

• Voting membership of the Board • Executive membership of the Board

• Data is collected for 2018/19, and submission to the WRES and WDES teams in July/August. The data is then

published in the following January.

No Indicator Description WRES Data Findings for 2018/19 WRES Data Findings for 2017/18

Workforce Indicators:

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.

Total in Workforce: 4489 Total % of BME staff 1.6% (72) Non-Clinical Staff Clinical Staff Band1 0 0 Band 2 0 0 Band 3 10 19 Band 4 5 0 Band 5 1 7 Band 6 2 12 Band 7 5 2 Band 8+ 5 2 VSM 2 0

Total in Workforce: 4389 Total % of BME staff 1.4% (60) Non-Clinical Staff Clinical Staff Band1 0 0 Band 2 0 0 Band 3 9 14 Band 4 4 0 Band 5 4 2 Band 6 3 12 Band 7 4 2 Band 8+ 4 2 VSM 0 0

Workforce Race Equality Standard (WRES)

No Indicator Description WRES Data Findings 2018/19 WRES Data Findings 2017/18

2. Relative likelihood of staff being appointed from shortlisting across all posts.

Our reporting functionality does not currently link the data from NHS jobs to ESR due to different systems being used however, data collated via the databook for the period 2018/19 shows: Paramedics: 5 BME applicants/ 3 shortlisted, 1 pending, 1 successful, 1 withdrawn, 1 unsuccessful 138 white applicants/ 123 shortlisted ECAs: 23 BME applicants/10 shortlisted, 6 pending, 0 successful, 3 unsuccessful, 1 withdrawn 900 white applicants/ 570 shortlisted

3. Relative likelihood of staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation.

0.66% (1) 0%

4. Relative likelihood of staff accessing non-mandatory training and CPD

Data not able to be supplied as non-mandatory CPD uptake data does not currently link in to ESR

Data not able to be supplied as non-mandatory CPD uptake data does not currently link in to ESR

No Indicator Description WRES Data Findings 2018/19 WRES Data Findings 2017/18

National NHS Staff Survey Indicators:

5. KF25: Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months

White 46% BME 53%

White 44% BME 45%

6. KF26: Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months.

White 27% BME 53%

White 24% BME 38%

7. KF21: Percentage believing that the Trust provides equal opportunities for career progression or promotion

White 69% BME 23%

White 74% BME 41%

8. Q217: In the last 12 months have you personally experienced discrimination at work from any of the following: (manager / team leader or other colleagues).

White 13% BME 29%

White 10% BME 38%

No Indicator Description WRES Data Findings for 2018/19

WRES Data Findings for 2017/18

Board Representation Indicator:

9. Percentage difference between the organisation’s Board voting membership and its overall workforce.

Board Membership: White 88% BME 12% Total in Workforce: 4489 Total % of BME staff 1.6% (72)

Board Membership: White 87.5% BME 12.5% Total in Workforce: 4389 Total % of BME staff 1.4% (60)

Workforce Disability Equality Standard Metrics

No Metric Description WDES Data Findings

Workforce Metrics:

1. Percentage of staff in AfC pay bands and very senior managers (including Executive Board members) compared with the percentage of staff in the overall workforce.

Total in Workforce: 4480 Total % of disabled staff 2% (107) Non-Clinical Staff Clinical Staff Cluster 1: 1% 4% Cluster 2: 2% 4% Cluster 3: 0% 1% Cluster 4: 0% 0%

2. Relative likelihood of disabled staff compared to non-disabled staff being appointed from shortlisting across all posts.

Our reporting functionality does not currently link the data from NHS jobs to ESR due to different systems being used.

3. Relative likelihood of disabled staff compared to non-disabled staff entering the formal capability process, as measured by entry into the formal capability procedure.

2% of those entering the formal capability process had a disability.


National NHS Staff Survey Metrics:

4. Q13: Percentage of disabled staff compared to non-disabled staff experiencing harassment, bullying or abuse from: i. Patients/service users, their relatives or other members of the public ii. Managers iii. Other colleagues

Percentage of disabled staff compared to non-disabled staff saying that the last time they experienced harassment, bullying or abuse at work, they or a colleague reported it.

Disabled Not Disabled 57% 44% 27% 14% 27% 17%

41% 36%

5. Q14: Percentage of disabled staff compared to non-disabled staff believing that the Trust provides equal opportunities for career progression or promotion.

Disabled 54% Non-Disabled 71%

6. Q11: Percentage of disabled staff compared to non-disabled staff saying that they have felt pressure from their manager to come to work, despite not feeling well enough to perform their duties.


7. Q5: Percentage of disabled staff compared to non-disabled staff saying that they are satisfied with the extent to which their organisation values their work.



The following NHS Staff Survey metric only includes the responses of disabled staff.

8. Percentage of disabled staff saying that their employer has made adequate adjustment(s) to enable them to carry out their work.

27%

NHS Staff Survey and the engagement of Disabled Staff:

9. a)

b)

The staff engagement score for disabled staff, compared to non-disabled staff and the overall engagement score for the organisation. Has your Trust taken action to facilitate the voices of disabled staff in your organisation to be heard?

Disabled 5.7 Non-Disabled 6.2 Overall 6.1 The Trust’s Equality Steering Group has been established to celebrate the diversity of our people and to support inclusion. The group is attended by staff representatives who have a disability. The Trust also runs a Staff Wellbeing Engagement Group, a staff forum where wellbeing matters are discussed and initiatives to support our disabled people are taken forward.

Board Representation Metric:

10. Percentage difference between the organisations’ Board voting membership and its overall workforce.

Currently 0% of the Board are recorded as having a disability.

What Does The Data Tell Us? – Key Highlights • WRES Workforce Indicator 1

• This indicator demonstrates that there has been a 2% increase in BME people joining the Trust. This would be due to the ongoing work that has been undertaken with the Bristol locality engagement plan. Bristol remains the only area within the Trust where the percentage of BME staff is not comparable with the BME Population.

• WRES Workforce Indicator 2 • This shows that as a Trust we have a high percentage of Paramedics and ECAs who are unsuccessful following interview and assessment, work

to review this will be considered as part of the Equality & Diversity Action Plan (see below).

• WRES Workforce Indicator 7/ WDES Metric 5 • This shows that the Trust have seen a large decrease (from 41% to 23%) of BME staff believing that the Trust provides equal opportunities for

career progression or promotion, and WDES Metric 5 shows that only 54% of disabled staff (compared to 71% of non-disabled staff) hold this view also. A review of the Trust’s Talent Management processes is part of the People and Culture Strategy and will include a focus on diversity and inclusion as part of this review.

• WDES Metric 1 • This metric shows the Trust have 2% disabled staff compared with their overall workforce. It is important moving forwards for the Trust to

engage with its people to ensure that staff are updating their personal details, to include disability, to ensure that people are supported accordingly.

• WDES Metric 8 • 27% of disabled staff have stated that the Trust have made adequate adjustment(s) to enable them to carry out their work. This metric links in

to Metric 1, as the Trust needs to understand those people who are disabled and well as understanding the adequate adjustments required.

Next Steps

• Both the WDES and WRES results are required to be published on the Trust’s external website along with an action plan.

• The Trust will continue working on the Equality & Diversity Work Programme (Appendix 1), utilising both the WRES and WDES data to inform emerging actions. The Work Programme as presented contains the high level action detail. The plan is regularly updated through the work of the Equality Steering Group.

• The national reports will be published in early 2020, this will provide the Trust with comparators regionally as well as against other Trusts.

• In addition, the Trust has recently appointed the Diversity & Inclusion Lead and is currently recruiting four Diversity & Inclusion Champions, who will assist in taking initiatives forward to celebrate the diversity of our people and promote inclusion across the Trust.

Equality & Diversity Work Programme (Appendix 1) No WRES/WDES Indicator Objective Action Detail

1 WRES Indicator 2

WDES Indicator 2 Addressing areas of under-representation Develop a recruitment campaign that celebrates diversity

To develop materials which promote the Trust as a place to work and better

engage with minority communities

2 WRES Indicator 2

WDES Indicator 2 Addressing areas of under-representation Review potential barriers to recruitment and make proposals to overcome these

Impact assess the recruitment process starting with ECA.

C1 and the entry level qualifications may present barriers to applicants from

some communities.

Develop proposals/initiatives which seek to address these.

3 WRES Indicator 4 Addressing areas of under-representation Develop a BME Mentoring Programme

Develop a dedicated BME Mentoring Programme linking with partner

organisations as necessary to build a network of mentors best placed to

support the development aspirations of BME colleagues

4 WDES Indicator 2 Addressing areas of under-representation

As a Disability Confident Employer, ensure recruitment process is fully inclusive

Review the current recruitment process and implement recommendations

to remove any potential unconscious bias towards candidates

5WRES Indicator 2 & 4

WDES Indicator 2Using Data to Strategically Inform E&D Provide Quarterly workforce metrics from an E&D perspective

Specifically: Talent Pool/Recruitment (Applications verses

Appointees), and all development programmes requiring selection.

6WRES Indicators 1-9

WDES Indicators 1-10Using Data to Strategically Inform E&D Build employee confidence in the provision of their personal data

In line with self service and working with the E&D steering group we

need to build confidence in staff providing their data into secure

systems to assist in Trust wide reporting and monitoring.

7WRES Indicator 4

WDES Indicator 3

Celebrating and Promoting Diversity and

Inclusion Leadership Development. Technical and Cultural

Raising awareness and technical understanding of the equalities

act but with a greater focus on building cultures which celebrate

diversity and inclusion

8WRES Indicator 8

WDES Indicator 8 & 9


Inclusion Raising awareness and understanding

Ensuring training and education to all staff educates and raises

awareness and promotes diversity and inclusion.

9WRES Indicator 2

WDES Indicator 2


Inclusion

Ensuring values based recruitment and selection and performance

reviews.

Ensuring all staff have clear expectations in respect of E&D,

explained in language that resonates and celebrates and promotes

this as core value of this organisation.

10WRES Indicator 8

WDES Indicator 4, 8 & 9


Inclusion

Showcasing of positive examples of staff living and working with

disabilities to highlight support that can be offered and the benefit of

compassionate management of difficult circumstances.

Volunteer participants from the E&D Steering Group to work

together to develop their story in a format which can then be linked

to training, education and awareness raising for staff

11 WDES Indicators 1-10Celebrating and Promoting Diversity and

Inclusion Become a champion for Disability Confident Employers within our region

Undertake required process to move from Disability Confident

Employer to Disability Confident Leader

12Celebrating and Promoting Diversity and

Inclusion

Development of job share policy, to support positive action initiatives to

increase the number of females in Leadership roles.

To develop a policy/process that provides clear criteria for job

shares.

Develop positive action initiatives to ring fenced leadership

opportunities to Females - commencing with the OO role


Inclusion

Develop inclusion allies initiative to visibly show our commitment to

inclusion

Allies network, visible branding, training offering on E D &I and a

formal equality impact assessment to embed inclusion in all that we

do


Inclusion Stonewall application Complete application form with attached evidence

15 Age Equality Develop supportive tools to support different age groups across the Trust

Develop positive actions for specific age groups, to ensure they are

fully supported with particular challenges they may face at different

points in their career

16WRES Indicator 3

WDES Indicator 3Policy Updates Updating key policies to ensure inclusivity

Creation of a review process to ensure that inclusivity is a

consideration in an changes or additions to our organisation.

17 ED&I in Induction Include E D & I in the new corporate induction that will be for all new starters

to the organisation

Induction process for all new starters, with corporate induction

including an ED&I session. Also for ED&I and networks

18 Equality Gender Pay GapTo monitor and where possible, minimise the gender pay gap. By

taking actions highlighted by data analysis

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