WRES 2016 – 2017 Action Plan – July 2016
WRES Indicator 1: Percentage of staff in each of the Agenda for Change (AfC) Bands 1-9, VSM (including execu...
WRES Indicator 1: Percentage of staff in each of the Agenda for Change (AfC) Bands 1-9, VSM (including executive Board members) compared with the percentage of BME staff in the overall workforce. The overall percentage difference between White and BME (i.e. the percentage of White staff minus the percentage of BME gives the percentage difference in representation) staff in Clinical and Non-Clinical roles are: -
84% (Bands 1 – 9 and VSM) for Non-Clinical staff
-
76% (Bands 1 – 9 and VSM) for Clinical (non-medical) staff
-
56% for Clinical (medical & dental) staff
Action: Set up a Talent Management Task Group (to deliver the talent management framework) and use the above data to identify career progression activities within registered and unregistered workforce to support BME staff in career aspirations. This should be done through deeper analyses across pay band groupings and role types. Lead Officer Key Success Factors: Progress / further action Time Responsible: scale: Head of Learning and Information contributes to the development of Development / OD September workforce and talent management strategy Manager (when 2016 Deeper analyses of registered and unregistered appointed) workforce identifies targeted BME career progression opportunities across pay bands
WRES Indicator 2: Likelihood of BME staff being appointed from shortlisted compared to that of white staff being appointed from shortlisting across all posts. The relative likelihood of White staff being appointed after shortlisting compared to BME staff is 1.32 times the greater. Action/s: HR Team to survey BME shortlisted (but not appointed) applicants within the last 6 months to understand their experience of the interview process. Lead Officer Responsible: Head of HR
Key Success Factors:
Progress / further action
Time scale: October 2016
The outcomes of the survey should be used to inform any recruitment training, pre-interview support initiatives etc.
WRES 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 investigation. BME staff are 2 times more likely to be involved in a formal disciplinary process than White staff. Action: HR Team to review the total number of disciplinary cases received during the time period above (52) in Lead Officer Responsible: Head of HR
Key Success Factors: Review to take account of: -
Whether those who entered the process had up to date job descriptions (some may not be accurate) Supervision and appraisal history of those who entered the process Nature of emerging themes (e.g. clinical malpractice) Outcomes of disciplinary action taken (e.g. warnings, dismissals etc.) Use the above information to identify any discrepancies between White and BME cases and use the learning gained to determine actions for the future
Progress / further action
Time scale October 2016
WRES Indicator 4: Relative likelihood of BME staff accessing non mandatory training and CPD as compared to White Staff The relative likelihood of BME staff access non-mandatory training and CPD as compared to White staff is 1.13 times the greater.
Action: Continue to deliver the action contained in the staff survey action plan to improve access to L&D for all staff. Lead Officer Key Success Factors: Progress / further action Responsible: Improved satisfaction levels amongst all staff in We have assessed staff survey Head of L&D training and development attended data and L & D data which shows that BME staff are more satisfied Reports on access and satisfaction to be submitted to with the quality of training. Strategic Workforce Group
Time scale Quarterly with fuller report of improvements by January 2017
WRES Indicator 5 (NHS Staff Survey findings): Percentage of staff experiencing harassment, bullying or abuse from patients, relatives or members of the public in the last 12 months. The relative likelihood of BME staff experiencing harassment, bullying or abuse from patients, relatives or members of the public compared to White staff is 1.1 times greater. Actions: Local Delivery Units (LDU’s) to engage with staff and patients to promote staff safety and well-being at work through local / service specific staff / patient experience groups. Lead Officer Responsible: Managing Directors of LDU’s / assistance from E&D Advisor
Key Success Factors: Improvements in staff survey results Increased Trust and confidence of staff in Trust’s commitment to staff well-being. Outcomes of Culture of Care Barometer surveys
Progress / further action Reports to be submitted on progress against engagement activities to Strategic Workforce Group
Time scale Bi-monthly with fuller report of improvements by January 2017
WRES Indicator 6 (NHS Staff Survey findings): Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months. The relative likelihood of BME staff experiencing harassment, bullying or abuse from staff compared to White staff is 1.3 times greater. Action: Local Delivery Units to promote ‘Staff Charter’ when it is developed (this contains the standards of behaviour by all staff that the Trust expects) and the ‘Bullying, Harassment and Dignity at Work’ policy as part of local staff experience and engagement initiatives. Lead Officer Responsible: Managing Directors of LDU’s / Assistance from E&D Advisor
Key Success Factors: Improvements in staff survey results Increased Trust and confidence of staff in Trust’s commitment to staff well-being. Outcomes of Culture of Care Barometer surveys
Progress / further action Reports to be submitted on progress of engagement activities to Strategic Workforce Group
Time scale Bi-monthly with fuller report of improvements by January 2017
WRES Indicator 7 (NHS Staff Survey findings): Percentage believing that Trust provides equal opportunities for career progression or promotion. The relative likelihood of White staff believing that the Trust provides equal opportunities for career progression or promotion compared to BME staff is 1.3 times greater. Action: • Local Delivery Units (with support from OD Team) to increase awareness of career development for all, through the career development framework and the offer of career coaching. Establish a Talent Management Task Group with the focus on identifying good practice in talent management and areas where positive action can be implemented in career development and progression. Lead Officer Responsible: Managing Directors of LDU’s / OD Manager (when appointed)
Key Success Factors: Increased access to career development initiatives Increased trust and confidence of BME staff (as measured through staff survey) Talen management Task Group established
Progress / further action Reports to be submitted on progress of engagement activities to Strategic Workforce Group
Time scale Bi-monthly with fuller report of improvements by January 2017
WRES Indicator 8 (NHS Staff Survey findings): In the last 12 months I have personally experienced discrimination at work from my manager/team leader or other colleagues. The relative likelihood of BME staff experiencing discrimination at work from their manager / team leader or other colleagues is 2.5 times greater than White staff. Action: Local Delivery Units to promote ‘Staff Charter’ when it is developed (this contains the standards of behaviour by all staff that the Trust expects) and the ‘Bullying, Harassment and Dignity at Work’ policy as part of local staff experience and engagement initiatives. Lead Officer Key Success Factors: Progress / further action Time scale: Responsible: Improvements in staff survey results Reports to be submitted on progress Bi-monthly with fuller Managing Directors of of engagement activities to Strategic report of Increased Trust and confidence of staff in LDU / assistance from improvements by Workforce Group Trust’s commitment to staff well-being. E&D Advisor January 2017 Outcomes of Culture of Care Barometer surveys WRES Indicator 9: Percentage difference between the organisations’ Board voting membership and its overall workforce. BME workforce population = 12 %. BME Board representation = 8% (1 of 12 voting Board members) Percentage difference = Action: • Corporate Affairs Department continue to support the Board to attract the right skills and experience in Board membership, and promote membership to potential BME candidates Board Members to consider submitting an application to the NHS Leadership Academy South West’s the Diversity Advantage Programme, with aim of developing ‘diversity of thought’ within the Board, and increasing diversity of membership (This has been agreed and application has been submitted) Lead Officer Responsible: Director of Corporate Affairs / Chief Executive
Key Success Factors: Increase of diversity skills and ‘Diversity of Thought’ within Board surveys Participation in Diveristy Advantage Programme
Progress / further action Application to participate in Diversity Advantage Programme submitted (July 2016)
