WDES WORKFORCE PLANNING ACTION PLAN FOR REPORTING … · WDES WORKFORCE PLANNING ACTION PLAN FOR REPORTING YEAR 2018/2019 ... By end of first quarter 2020 March 2020 By end of January

WDES Action Plan Version 0.5

Author: Karn Purvis – Equality Advisor

Page 1 of 15 Date produced: 30.09.2019 Retention period: 20 years

Pending approval of the Board of Directors at its November 2019 meeting

Title of Report: Workforce Disability Equality Scheme Action Plan 2019/2020


WDES WORKFORCE PLANNING ACTION PLAN FOR REPORTING YEAR 2018/2019

NSFT Strategies for addressing WDES Indicators 1-10

A. Zero Tolerance approach to harassment of staff

Zero Tolerance is to reset the tone and boundaries in our staff culture to tackle unacceptably

high levels of harassment. We cannot tackle harassment against one protected characteristic

group in isolation and recognise that this is a culture issue. We will address the issue through

setting firm boundaries through training on leadership behaviours and how to create an inclusive

space for managers, Level 2 Equality and Diversity training for all staff, and a series of positive

messages from our executive directors.

Tasks/Actions

Exec messaging

LEAD: Strategic OD HR

Policy changes


Training for managers commences


Bid on funding from Health Education England

LEAD: Equality Advisor/Deputy Chief Nurse

Recruit a 1 WTE Band 6 trainer for a minimum of

one calendar year, scaling to 3 years dependent on

the extent of available funding

LEAD: Equality Advisor

E&D Level 2 Mandatory Training for all staff,

focusing on civility and communication commences


Timeframes/Progress:

First quarter 2020

By end of first quarter 2020

March 2020

By end of January 2020

By end of March 2020

June 2020




B. Review of the Recruitment Process This review will focus on fairer recruitment and selection processes and the types of reasonable adjustment which we can provide at interview, creating a knowledge bank for the recruitment team with which to support interview panellists. Tasks/Actions

Gap Analysis of Recruitment Process to identify

areas for improvement

LEAD: HR Manager

Implementation of recommendations from gap

analysis

LEAD: Recruitment Manager


Completed

Commencing final quarter of 2019

C. Implementation of the Disability Confident Scheme to achieve Level 3 Tasks/Actions

External validation of Disability Confident Level 2

Evidence

LEAD: HR Manager/Equality Advisor

Leadership goal in Disability Confident: validating

one other business and holding at least one event

relevant to Disability

LEAD: Deputy Nursing Director/Disability Employee

Network Group Chair


Commencing first quarter of 2020

Commencing third quarter of 2020

D. Review of the Procurement Process relating to requests for reasonable adjustment equipment

This will identify and remove obstacles which delay the procurement and installation of equipment to fulfil reasonable adjustment requisitions, returning employees to work and ensuring they are fully supported. It will place the person at the heart of the process and ensure they are fully informed at every stage of the order. Tasks/Actions

Creation of a central fund for purchase of equipment relating to reasonable adjustment.

LEAD: Deputy Director of Nursing

Implementation of central resource page for staff and managers explaining reasonable adjustment and our commitment to the model of social disability



To be implemented by end of first

quarter 2020

To be implemented by end of first

quarter 2020




E. Review of Disabled Parking Provision and wider consultation. Re-evaluation of two Trust sites for adequate and effective provision of disabled parking spaces and production of a transport policy to be applied throughout the Trust. Tasks/Actions

Site consultations

LEAD: Equality Advisor and 1 other member

of staff

Production of transport policy and

implementation on those two sites

LEAD: External Consultant


March 2020

October 2020

F. Reverse mentoring of our Trust’s executive by members of the Disability Employee Network Group.

Reverse mentoring allows a senior staff member to benefit from listening to experiences of front-line staff working in the business. It generates awareness of the unique challenges for people in protected characteristic groups and promotes the creation of innovative solutions. Tasks/Actions

Extend Reverse Mentoring to Disability

Employee Network Group Members

o Recruit members of the

Disability Employee Network

Group

o Hold monthly reverse mentoring

sessions with members of the

executive team

LEAD: OD&W Lead


Disability ENG meeting on 05.11.2019

January – July 2020

G. Awareness-raising of the Freedom to Speak out Safely Guardian role Freedom to Speak-Up Guardian visits

to teams to promote the role

LEAD: Freedom to Speak Up Guardian

Equality Leads Network Campaign to raise awareness of Freedom to Speak Up Guardian Role


September-October 2019

Third quarter of 2019

H. Maximising Cultural Competence in HR Business

Training and toolkits for HR Business Partners

LEAD: External Consultant

Commencing in fourth quarter of 2019




I. Mentoring and Development Opportunities for staff in protected characteristic groups

Extend Opportunity to mentor and be

mentored to Disability Employee

Network Group Members

o Recruit members of the

Disability Employee Network

Group

o Train new mentors and

commence mentor sessions

with mentees

LEAD: OD&W Lead East of England Leadership Academy training opportunities to be offered to Disability Employee Network Group Lead: Equality Advisor

Disability ENG meeting on 05.11.2019

January 2020 (ongoing)

September 2019 – October 2020 (and ongoing)




Indicators:

The metrics universally require improvement.

Workforce Metrics For the following three workforce Metrics, compare the data for both Disabled and non-disabled staff.

Relevant Strategy

Metric 1

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

B, C, I

Narrative:

Staff who had

declared

disabilities were

much more

likely to work in

Bands 1 – 7.

They were also

much more

likely not to be

medical staff.

This distribution

of staff shows a

need for positive

action targeted

at bands 8a and

above, and our

medical staff.

We will address

this with

mentoring

opportunities

83 1187 1

50

1125

1256

191 49

9115

530494 75

1727 4

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Cluster 1 (Bands1 - 4)

Cluster 2 (Band5 - 7)

Cluster 3 (Bands8a - 8b)

Cluster 4 (Bands8c - 9 & VSM)

Medical Other

Dsisabled Non-disabled Unknown - or null




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

B, C

Narrative:

The difference in likelihood is unacceptably high. We will introduce mentoring opportunities for staff with disabilities and promote training opportunities to the Disability Employee Network Group. A review of the recruitment process and securing Disability Confident Level 3 will ensure the quality and fairness of the recruitment process.

1.39

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1

Relative likelihood of Disabled applicants being appointed from shortlisting




Metric 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. Note:

i. This Metric will be based on data from a two-year rolling average of the current year and the previous year.

ii. This Metric is voluntary in year one.

H

Narrative:

The total number of formal disciplinaries in the reporting period was 20 out of a total of 4088 and 28% of staff opting not to declare whether they have a disability. This reliability of this statistic is therefore questionable, but the rate of disciplinaries is unacceptably high We will address this with training for our managers.

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

Relative likelihood of a disabeld member of staff entering the formal disciplinary process.




Metric 4A Staff Survey Q13

A, H

Narrative:

Indicators showed significantly higher levels of harassment bullying or abuse for disabled staff in all categories, but particularly from managers and other colleagues. We will address this with a zero tolerance approach to harassment as well as training for managers in creating an inclusive work environment. Percentage of Disabled staff compared to non-disabled staff experiencing harassment, bullying or abuse from:

Percentage

i) from a

service-

user,

relative or

other

members of

the public

Disabled 35.7%

Non-disabled 33.6%

ii) from a

manager

Disabled 20.8%

Non-disabled 14.1%

iii) from other

colleagues

Disabled 26.2%

Non-disabled 19.2%




Metric 4B Staff Survey Q13

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.

A, G, H

Narrative:

There was a small difference between the number of disabled and non-disabled staff reporting harassment, bullying, or abuse at work. We will address this with a zero tolerance approach, training for managers, and promotion of the Freedom to Speak Up Guardian role.

Reporting Year Category Percentage who reported when they

experienced B&H at work

Current year

(Aug 2018/19)

Disabled 57.2

Non-disabled 54.7




Metric 5 Staff Survey Q14

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

A, B, C

Narrative:

This shows a

significant

difference in

perception of

equal

opportunities for

career

progression and

promotion. We

will address this

by promoting an

inclusive work

culture with a

zero tolerance

approach to

harassment and

offering

mentoring

opportunities to

disabled staff.

Reporting year

(Aug 2018/19)

Disabled % 72.8

Non-disabled % 81.7





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.

A, H

Narrative: The significant difference in the experience of disabled and non-disabled staff may be due to increased need for sick leave. We will address this with training for managers and a new zero tolerance approach to harassment of staff.

Reporting Year Category Percentage

Current year

(Aug 2018/19)

Disabled % 27.2

Non-disabled % 17.8





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

A, D, E, F

Narrative: There is a small difference in experience. We expect this to increase as we demonstrate better support for staff with disabilities.


Current year

(Aug 2018/19)

Disabled % 36.0

Non-disabled % 39.6




Metric 8 Staff Survey Q28b

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

D, E

Narrative: Just under three quarters of disabled staff reported that adjustments made for them were adequate. We intend to address this by reviewing the procurement process by aiming to improve the time it takes to procure equipment and to ensure that there is adequate disabled parking across the Trust.

Reporting year Percentage

(Aug 2018/19) 74.5%




Metric 9A a) The staff engagement score for Disabled staff, compared to non-disabled staff and the overall engagement score for the organisation. b) Has your Trust taken action to facilitate the voices of Disabled staff in your organisation to be heard? (Yes) or (No)

A-I Yes. The Disability Employee Network group has co-produced the WDES action plan.

Narrative: The engagement score for disabled staff is below average. This is likely to improve as the impact of the entire WDES action plan is felt

Reporting Year Category Staff

Engagement

Score (0-10)

Current year (2018-19) Organisation average 6.5

Disabled 6.2

Non-disabled 6.6




Metric 10 Percentage difference between the organisation’s Board voting membership and its organisation’s overall workforce, disaggregated: • By voting membership of the Board. • By Executive membership of the Board.

I

Narrative: To increase representation on the board we will encourage staff from the Disability Employee Network Group to progress in their careers and offer mentorships.


Current year

(Aug 2018/19) Difference (Voting membership - Overall Workforce)

-5

Difference (Executive membership - Overall Workforce)

-5

WDES WORKFORCE PLANNING ACTION PLAN FOR REPORTING … · WDES WORKFORCE PLANNING ACTION PLAN FOR REPORTING YEAR 2018/2019 ... By end of first quarter 2020 March 2020 By end of January

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