Corporate Information

Workforce Race Equality Standard (WRES) Metrics and Action Plan 2023-2024

Countess of Chester NHS Foundation Trust is committed to meeting the requirements of the Workforce Race Equality Standard (WRES) for NHS Trusts and this is our ninth publication against this standard.

Publication of the WRES reports and action plan are a requirement as set out under the NHS Standard Contract within the annual Quality schedule.

The Workforce Race Equality Standard (WRES) is a set of nine specific measures (metrics) which enables NHS organisations to compare the workplace and career experiences of employees who are white British compared to employees from ethnic minorities or BAME background. NHS organisations use the metrics data to develop and publish an action plan, building on high impact actions shared in the first ever EDI improvement plan. Year on year comparison enables NHS organisations to demonstrate progress against the indicators of race equality to create the cultures of belonging and trust that will improve retention, recruit from the widest possible talent pool, and provide sustainable careers.

The WRES is important, because research shows that a motivated, included, and valued workforce helps to deliver high quality patient care, increased patient satisfaction and improved patient safety.

NHS providers are expected to show progress against the indicators of workforce equality, including a specific indicator to address the low numbers of BAME board members across the organisation.

The WRES focused on supporting the system to understand the nature of the challenge of workforce race equality and for leaders to recognise that it was their responsibility to help make the necessary changes.

WRES must now focus on enabling people to work comfortably with race equality. Through communications and engagement, we will work to change the deep-rooted cultures of race inequality in the system, learn more about the importance of equity, to build capacity and capability to work with race.

Continuous embedding of accountability to ensure key policies have race equality built into their core, so that eventually workforce race becomes everyday business.

As a result of collecting evidence to support our WRES submission, we have some areas for improvement from the National Staff Survey (undertaken in 2022). Therefore, the action plan below sets out our primary work to address these areas. The plan covers the next 12-month period, until 31st October 2024.

Key themes from the workforce data analysis and NHS Staff Survey results have helped inform the Trust’s priorities, as highlighted in the action plan overleaf.

The key themes relate to

  • securing Senior Leadership support for the WRES action plan
  • ensuring access to leadership opportunities through providing positive action
  • reducing negative and unconscious bias towards colleagues from a BAME background
  • ensuring the contributions of our BAME colleagues are acknowledged and appreciated as an essential and fundamental part of NHS history and in its survival
  • promoting the Trust’s affirmative commitment toward its BAME colleagues through national and bespoke events as well as acknowledging several awareness days
  • working to ensure a zero-tolerance culture on racism and supporting colleagues to raise concerns should they occur
  • working to improve the representation of BAME colleagues who have a at Executive and Trust Board level.

The action plan will be monitored by the Trust’s BAME Staff Network and Staff Side Partnership. It will have a place on the Equality and Inclusion Steering Group agenda and will feature as a key link to our EDS2 and Equality Strategy 2023-2026.

The WRES Metrics

Below the Trust provides the results set out from the nine specific measures (metrics) of the WRES.

Indicator

 

2020/21

2021/22

2022/23

1

Percentage of BAME staff (e.g., Percentage of staff in each band/grade compared to overall workforce)

See spreadsheet above

See spreadsheet above

spreadsheet above

The figures for non-clinical bands continue to show that the majority of BAME staff are employed in lower bands with little or no representation after band 5, and zero after band 7. Progress is minimal over the 3 years. For clinical staff, the figures show that there is better representation across the grades with increased representation from band 5 to 8a over the last 3 years. For medical and dental staff, representation of BAME people across the grades and at higher levels is significantly more than the local population and staff demographics. The figures show a year-on-year increase of BAME staff at each grade.

2

Relative likelihood of white applicants being appointed from shortlisting across all posts compared to BAME applicants

White staff are 1.99 times more likely to be appointed from shortlisting.

White staff are 0.66 times more likely to be appointed from shortlisting.

White staff are 0.82 times more likely to be appointed from shortlisting.

This indicator shows that in 2020/21 white shortlisted applicants were nearly twice as likely to be appointed as counterparts from a BAME background. In the following years this has dropped dramatically, less likely in 2021/22 and 2022/23. This is due to the international recruitment initiative in the following years. Figures below 1 indicate that shortlisted BAME applicants are more likely to be appointed.

3

Relative likelihood of BAME staff entering the formal disciplinary process compared to white staff

BAME staff are 1.15 times more likely than white staff to enter the formal disciplinary process

BAME staff are 0.33 times more likely than white staff to enter the formal disciplinary process

BAME staff are 0.59 times more likely than white staff to enter the formal disciplinary process

In 2020/21 BAME staff were 1.15 times more likely to enter the formal disciplinary process than their white colleagues. 1 would indicate an equivalent likelihood however in 2021/22 it dropped to BAME staff being 0.33 times proportionally more likely, that is less likely to enter the process than their white colleagues. There has been a slight rise to this in 2022/23 however BAME staff are still less likely to enter the process that white colleagues. To some extent a larger BAME workforce base in 2021/22 to 2022/2023 has helped to reduce the proportionality.

4

Relative likelihood of white staff accessing non-mandatory training and continuous professional development (CPD) compared to BAME staff

White staff are 9.58 times more likely to access non-mandatory training and CPD.

 

White staff are 4.48 times more likely to access non-mandatory training and CPD.

 

White staff are 1.11 times more likely to access non-mandatory training and CPD

There was a large disparity between white and BAME staff accessing non-mandatory training in 2020/21 with white staff being nearly 10 times more likely to access non-mandatory training. Again, there has been a reduction in these figures over the following years with white staff being 5 times more likely in 2021/2022 and 1.11 times in 2022/23. 1 would indicate equivalent likelihood. Both the increase in the BAME base and the availability of courses on ESR & other electronic means has helped in decreasing this. It will want monitoring over the coming years to ensure the indicator remains around 1.

5

Percentage of staff experiencing harassment, bullying or abuse from patients, service users, relatives, or the public in last 12 months

26.4% - White

29.8% - BAME

30.4% - White

40.0% - BAME

28.5% - White

33.9% - BAME

The % of staff overall experiencing harassment, bullying or abuse from patients, service users, relatives, or the public has decreased from the previous year, however, figures show that this is still significantly more likely for staff from BAME backgrounds.

6

Percentage of staff experiencing harassment, bullying or abuse from staff in the last 12 months

22.8% - White

24.8% - BAME

 

24.8% - White

36.2% - BAME

 

24.3% - White

34.6% - BAME

The overall % staff experiencing harassment, bullying or abuse from other staff in the last 12 months has decreased only slightly from previous year. There remains a significant gap between the likelihood of bullying and this figure indicates that BAME staff are more likely to experience it.

7

Percentage of staff believing that their trust provides equal opportunities for career progression or promotion

51.9% - White

38.0% - BAME

50.2% - White

27.1% - BAME

50.5% - White

30.6% - BAME

There remains a significant gap between white and BAME staff, with regards to perception regarding equal opportunities. This is despite the second year of the Trusts ‘Elevate’ leadership program and BAME staff rising in representation at clinical A4C bands. This indicates that more work needs to be done to promote opportunities and celebrate successes.

8

Percentage of staff personally experiencing discrimination at work from a manager/team leader or other colleague

5.6% - White

14.0% - BAME

 

6.6% - White

22.7% - BAME

 

6.2% - White

24.0% - BAME

The data shows a large disparity between BAME and White staff personally experiencing discrimination at work from a manager/team leader or other colleague with BAME staff significantly more likely to experience discrimination.

9

BAME board membership (difference between the organisations’ Board voting membership and its overall workforce

-8.44%

-11.2%

-10.1%

The BAME board voting membership indicator compares the proportional BAME representation of the Board against the total BAME representation of the workforce. If the figure was positive the board would have greater BAME representation than the overall workforce. Negative figures indicate that the board membership has less BAME representation than the BAME makeup of the workforce and for the past three years the values are a negative mirror of the total BAME % of the overall workforce indicating there has been no BAME representation in the board voting membership.

 

 

Trust:

Year:

Primary Author(S) of this action plan:

Plan endorsed by:

Sources of information underpinning the plan:

Countess of Chester Hospital NHS

2023/2024

Surendra Shroff (Equality, Diversity, and Inclusion Lead)

Nicola Price (Director of People & OD)

NHS Staff Survey 2019-2022 ESR/Employee relations data. NHS Jobs.

 

Actions WRES

Please specify which actions are different to current practice, and which are continuum

Please specify KPIs and timelines for monitoring the actions

How will the actions be sustainable

Actions around WRES Indicator 1:

Recruitment and Promotion

Establish the Elevate Leadership program (ELP) alumni and focus group to discuss challenges to career progression for staff from BME backgrounds across clinical and non-clinical roles in the Trust.

 

Implement the Trust’s Leadership Framework and Talent and Succession Planning Strategy and address under representation of staff from BME backgrounds in management roles across AFC Band 7 and above.

 

Continue with the rollout of Elevate Leadership Program for staff from BME backgrounds and review the peer-to-peer mentoring in place.

Alumni/ focus group to be established by January 2024 with meetings to be held in February/March 2024.

 

 

 

 

 

By 31st March 2024 – Ongoing.

 

 

 

 

 

 

 

 

Ongoing with updates to EDISG.

Feedback from the alumni and focus groups will help inform rollout of the Leadership, Skills & Talent Framework and sustained by workforce development activities, in a targeted manner.

 

 

This will be sustained by embedding inclusive practices across the work of the talent board.

 

 

 

 

 

This will be sustained by embedding ELP into Trusts Leadership talent and succession strategy.

Actions around WRES indicator 2:

Appointments

Introduce inclusive recruitment training for line managers and work with the Talent Board to identify and improve access to leadership development and succession planning opportunities for staff from BME Backgrounds.

Ongoing with quarterly updates to EDISG.

This will be sustained by the promotion of inclusive recruitment practices across HR.

Actions around WRES indicator 3:

Disciplinary

Work with HRBPs across Divisions to identify and offer targeted support to respective staff and line managers to spot issues and deal with them in a timely and effective manner.

 

Introduce quarterly monitoring of staff from BME backgrounds entering the formal disciplinary process.

March 2024.

 

 

 

 

 

 

Ongoing with quarterly updates to EDISG.

Progress on this will be sustained through routine monitoring of disciplinaries across the workforce.

 

 

 

Progress on this will be sustained through routine monitoring of disciplinaries across the workforce.

Actions around WRES indicator 4: Education                        

Introduce quarterly monitoring of staff from BME backgrounds supported to access non-mandatory training and work with respective HRBP and Divisions to increase training access in a fair manner across the Trust.

Quarterly updates to EDISG.

This will be sustained by enlisting support from successful role models to raise awareness of opportunities and share personal experience of overcoming barriers.

 

Actions around WRES indicator 5:

Bullying and Harassment from Public

Build on the Civility and Culture Roadshow and promote zero tolerance in public facing areas across the Trust and put-in-place a clear mechanism to support staff to respond to incidents of racism from patients and the public.

 

Set-up and deliver the bystander training and build on the network of trainers.

 

 

 

Publish the Trust Anty Racism   Pledge and Strategy.

 

 

March 2024 with quarterly updates to EDISG.

 

 

 

 

 

 

 

March 2024 – Ongoing.

 

 

 

 

 

December 2023.

This will be sustained by adopting a zero-tolerance approach.

 

 

 

 

 

 

This will be sustained by embedding wellbeing questions as part of staffs’ appraisal and day-to-day wellbeing conversations.

 

This will be embedded by adopting a zero-tolerance approach and by implementing the anti-racism strategy.

 

Actions around WRES indicator 6:

Bullying and Harassment from Staff

Keep relevant EDI Policies and processes up-to-date and ensure employees know where they can access information and support.

 

Review and refresh the Trust’s EDI Education provision and publish the 2024 training calendar.

 

Refresh relevant content for and deliver staff induction EDI sessions.

 

Promote the role of Freedom to Speak-Up Guardian (FTSU) and actively encourage reporting concerns via staff induction, Comms and BAME Staff Network.

Ongoing.

 

 

 

 

February 2024.

 

 

 

 

December 2023 - Ongoing.

 

 

 

Ongoing with quarterly updates to EDISG.

This will be achieved by promoting key EDI messages through Comms and publishing an annual calendar of events.

 

This will be sustained by embedding EDI within education strategy and training delivery.

 

 

This will be sustained by building on induction program in an incremental manner.

 

This will be sustained by embedding FTSU engagement activities across staff networks.

Actions around WRES indicator 7:

Equal Opportunities

Use launch of the Leadership, Talent, and Succession Strategy to identify targeted positive action measures.

March 2024.

This will be sustained through strategic workforce planning, activities, and initiative.

Actions around WRES indicator 8:

Discrimination from a leader

Introduce quarterly monitoring of incidents of discrimination experienced by staff from their line manager or anyone in authority.

 

Set up and deliver training in the following areas: Unconscious Bias (for managers), Bystander Training (for anyone), and Macro and Micro aggressions training.

Ongoing with quarterly updates to EDISG.

 

 

 

 

January 2024 – Ongoing.

This will be sustained by embedding inclusive practices across workforce recruitment development, progression, and retention.

 

This will be sustained by developing EDI competencies within the workforce.

Actions around WRES indicator 9:

Board Representation

Board member to be nominated as a sponsor to BAME Staff Network.

December 2023.

This will be sustained through 1-1 sessions between staff network leads and sponsor.

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