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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
Author: Karn Purvis – Equality Advisor
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
LEAD: Strategic OD HR
Training for managers commences
LEAD: Strategic OD HR
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
LEAD: Equality Advisor
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
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 2 of 15 Date produced: 30.09.2019 Retention period: 20 years
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
Timeframes/Progress:
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
Timeframes/Progress:
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
LEAD: Equality Advisor
Timeframes/Progress:
To be implemented by end of first
quarter 2020
To be implemented by end of first
quarter 2020
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 3 of 15 Date produced: 30.09.2019 Retention period: 20 years
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
Timeframes/Progress:
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
Timeframes/Progress:
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
LEAD: Equality Advisor
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
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 4 of 15 Date produced: 30.09.2019 Retention period: 20 years
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)
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 5 of 15 Date produced: 30.09.2019 Retention period: 20 years
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
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 6 of 15 Date produced: 30.09.2019 Retention period: 20 years
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
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 7 of 15 Date produced: 30.09.2019 Retention period: 20 years
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.
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 8 of 15 Date produced: 30.09.2019 Retention period: 20 years
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%
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 9 of 15 Date produced: 30.09.2019 Retention period: 20 years
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
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 10 of 15 Date produced: 30.09.2019 Retention period: 20 years
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
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 11 of 15 Date produced: 30.09.2019 Retention period: 20 years
Metric 6 Staff Survey 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.
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
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 12 of 15 Date produced: 30.09.2019 Retention period: 20 years
Metric 7 Staff Survey 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.
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.
Reporting Year Category Percentage
Current year
(Aug 2018/19)
Disabled % 36.0
Non-disabled % 39.6
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 13 of 15 Date produced: 30.09.2019 Retention period: 20 years
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%
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 14 of 15 Date produced: 30.09.2019 Retention period: 20 years
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
WDES Action Plan Version 0.5
Author: Karn Purvis – Equality Advisor
Page 15 of 15 Date produced: 30.09.2019 Retention period: 20 years
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.
Reporting Year Category Percentage
Current year
(Aug 2018/19) Difference (Voting membership - Overall Workforce)
-5
Difference (Executive membership - Overall Workforce)
-5
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