Workforce Disability Equality Standard Action Plan 2022-2023
Workforce Disability Equality Standard Action Plan 2022-2023
Action Plan ....................................................................................................................................................................................................................................... 2 Metric 1: Recruitment and Promotion......................................................................................................................................................................................... 2 Metric 2: Appointments............................................................................................................................................................................................................... 3 Metric 3: Capability Process......................................................................................................................................................................................................... 4 Metric 4a: Experiencing Bullying, Harassment, and Abuse ......................................................................................................................................................... 5 Metric 4b: Reporting Bullying, Harassment, and Abuse.............................................................................................................................................................. 6 Metric 5: Equal Opportunities ..................................................................................................................................................................................................... 7 Metric 6: Presenteeism................................................................................................................................................................................................................ 8 Metric 7: Valuing Employee’s Work............................................................................................................................................................................................. 9 Metric 8: Adjustments ............................................................................................................................................................................................................... 10 Metric 9: Engagement and Voice............................................................................................................................................................................................... 11 Metric 10: Board Representation .............................................................................................................................................................................................. 12 Supporting Data ............................................................................................................................................................................................................................. 13 Infographic ................................................................................................................................................................................................................................. 13 WDES Data ................................................................................................................................................................................................................................. 14
Action Plan Metric 1: Recruitment and Promotion 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 overall workforce
Actions
Accountable People / Team
Commentary
No.
Deadline
Raise the visibility of disability, including hidden disabilities and chronic health conditions, through communications and through various staff events.
Disability and Wellbeing Staff Network
1a
October 2023
4.1% of our workforce has reported that they have a disability. This is an increase of 0.5% from 2021.
Investigate the process for encouraging staff to update their equality data via PDR and ESR every 6 months. Ensure managers are aware of the Disability Guaranteed Interview Scheme, as part of the Recruitment and Selection Training.
Workforce Systems Team
1b
October 2023
1c
Recruitment Team
June 2023
1d
Renew Level 2 Disability Confident.
EDI Team
November 2022
Metric 2: Appointments Relative likelihood of Disabled staff compared to non-disabled staff being appointed from shortlisting across all posts
Actions
Accountable People / Team
Commentary
No.
Deadline
Develop guidance for managers on Disability Awareness, including hidden disabilities and neurodiversity, to be disseminated through a range of communication methods. Develop new job description and person specification templates and guidance documents for managers which include guidance for managers on identifying “essential” vs “desirable” criteria, ensuring Agenda for Change job matching guidance is complied with.
2a
EDI Team
October 2023
HR Operational Service Lead
Non-Disabled staff are 1.13 times more likely to be appointed from shortlisting compared to Disabled staff. The gap has narrowed from being 1.52 times more likely in 2021.
2b
October 2023
Embed Disability Awareness in the Managing for Success programme.
2c
EDI Team
June 2023
Recruitment Team, Career Development Practitioner
Develop and embed a new recruitment and selection training for managers.
2d
June 2023
Metric 3: Capability Process Relative likelihood of Disabled staff compared to non- disabled staff entering the formal capability process, as measured by entry into the formal capability procedure.
Actions
Accountable People / Team
Commentary
No.
Deadline
3a Review the Improving Performance and Disability in Employment Policies.
HRBP, Staff Side
March 2023
The relative likelihood of Disabled staff entering the formal capability process is 8.3 times higher compared to non-disabled staff. There has been a significant increase from 3.42 in 2021.
3b Review and update the Recruitment and Selection and Managing for Success programmes to include conversations about supporting disabled staff in the workplace and making reasonable adjustments when required.
Recruitment Team, HRBP, EDI Team
June 2023
Metric 4a: Experiencing Bullying, Harassment, and Abuse Percentage of Disabled staff compared to non- disabled staff experiencing harassment, bullying or abuse from Patients/Service users, their relatives or other members of the public, Managers, or other colleagues.
Actions
Accountable People / Team Engagement & OD Manager, Recruitment Team
Commentary
No.
Deadline
Raise awareness of harassment, bullying and abuse issues in targeted areas in Recruitment and Selection and Managing for Success training.
June 2023
4a.1
4a.2 Using intelligence from the staff survey to reiterate the Trust’s legal and moral responsibilities in relation to the Equality Act 2010.
EDI Team
October 2023
17% of Disabled staff reported experiencing harassment, bullying or abuse from patients and/or members of the public, 13% from managers and 20% from other colleagues. Since 2021, abuse from patients and/or the public (15%) has increased, whereas abuse from managers (17%) and other colleagues (22%) has decreased
Promote an inclusive and supportive culture, free from harassment, bullying, and abuse. Raising awareness of and signposting to appropriate services. Conduct a review and refresh of the Respect Campaign, developing new training and resources, and ensuring it embeds Bulling, Harassment, and Abuse from patients towards staff. Map bullying, harassment, and abuse data against the following: Grievance Data Disciplinary Data Exit Interviews Data held by Staff-Side Representatives
HRBP, FTSU, Staff Side, EDI Champions EDI Manager Partnership Officer HRBP, Partnership Officer, FTSU Guardian, Engagement & OD Manager
4a.3
October 2023
4a.4
August 2023
October 2023
4a.5
Data held by Freedom to Speak Up Guardian Data held by Health and Wellbeing Leads
4a.6 To develop and implement the Let’s Talk – Safe Conversations workshops for managers
EDI Manager
October 2023
Metric 4b: Reporting Bullying, Harassment, and Abuse Percentage of Disabled staff compared to non-disabled staff saying that the last time they experienced harassment bullying and abuse at work, they or a colleague reported it.
Actions
Accountable People / Team
Commentary
No.
Deadline
Head of Facilities
4b.1 Review the Violence and Aggression Policy.
August 2023
HRBP, Staff-Side
4b.2 Review the Positive Working Relationships Policy
April 2023
PEC, PALS
4b.3 Monitor the number of reported incidents of bullying, harassment, and abuse by patients, relatives, or the public.
August 2023
53% of Disabled staff stated that the last time they experienced harassment, bullying or abuse at work, they or a colleague reported it. This figure has increased from 51% in 2021.
Head of Operational HR, Partnership Officer HRBP, Engagement & OD Manager Disability and Wellbeing Staff Network, HRBP
4b.4 Agree the anonymous reporting mechanisms for bullying, harassment and abuse.
October 2023
4b.5 Raise awareness of bullying, harassment, and abuse issues within divisional areas from the staff survey results.
August 2023
Raise awareness through the Disability and Wellbeing Staff Network and HRBPs of mechanisms of reporting, i.e. FTSU, staff side, and HRBP, EDI Champions.
4b.6
October 2023
Metric 5: Equal Opportunities Percentage of Disabled Staff compared to non-disabled staff believing that the trust provides equal opportunities for career progression or promotion.
Actions
Accountable People / Team
Commentary
No.
Deadline
5a Explore options for career development opportunities for disabled staff via The Northwest Leadership Academy, NHS and internal leadership and management development programmes.
OD Specialist
October 2023
50% of Disabled staff believe that the Trust provides equal opportunities in career development, compared to 62% of Non-Disabled staff. There has been a significant decrease for both Disabled (80%) and Non-Disabled (91%) staff since 2021.
OD Specialist, Workforce Development Manager OD Specialist, Workforce Development Manager, Disability and Wellbeing Staff Network
5b Targeting leadership opportunities and development to disabled staff through the disabled staff network.
October 2023
5c Leadership programmes advertised and promoted cross the Trust and via Disability and Wellbeing Staff Network.
October 2023
Metric 6: Presenteeism 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.
Actions
Accountable People / Team Engagement & OD Manager, Disability and Wellbeing Staff Network
Commentary
No.
Deadline
6a Investigate reasons for presenteeism (coming to work when unwell) for disabled staff, through the Staff Survey and Disability and Wellbeing Network Group.
October 2023
27% of Disabled staff reported that they have felt pressure from their manager to come to work despite not feeling well enough to perform their duties, compared to 20% of Non Disabled staff. There has been a decrease for both Disabled (28%) and Non-Disabled (24%) staff since 2021.
6b Improve consistency of the application of the sickness and absence policy through embedding guidance into Recruitment and Selection and Managing for Success training programmes. 6c To raise awareness about mental health and wellbeing (EDS 2022 Domain 2). 6d Record and support staff with long Covid symptoms using the Risk Assessment Part 2 documentation.
HRBP
June 2023
Engagement & OD Manager
October 2023
HRBP, Health & Safety October 2023
Metric 7: Valuing Employee’s Work Percentage of Disabled staff compared to non-disabled staff saying that they are satisfied with the extent to which their organisation values their work.
Actions
Accountable People / Team
Commentary
No.
Deadline
7a Reiterate key messages to managers about the importance of managing diversity and being inclusive leaders through Induction, Managing for Success programme and PDR’s.
HRBP
October 2023
38% of Disabled staff are satisfied with the extent to which their organisation values their work, compared to 50% of Non-Disabled staff. There has been a decrease for both Disabled (41%) and Non-Disabled (57%) staff since 2021.
7b
To review the values and behaviours across the Trust.
OD Specialist
January 2023
Disability and Wellbeing Staff Network
7c Promote disability inclusion via the Disability and Wellbeing Staff Network Group.
October 2023
Metric 8: Adjustments Percentage of Disabled staff saying that their employer has made adequate adjustments to enable them to carry out their work
Actions
Accountable People / Team
Commentary
No.
Deadline
8a Review and promote the Reasonable Adjustment Passport and the Disability in Employment Policy
HRBP, Staff Side
March 2023
73.2% of Disabled staff stated that their employers have made adequate adjustment(s) to enable them to carry out their work. This has decreased from 79.6% in 2021.
Develop and deliver workshops for managers and staff on the Disability in Employment Policy and Reasonable Adjustments Policy.
HRBP, Staff Side, EDI Team
8b
October 2023
Metric 9: Engagement and Voice The staff engagement score for Disabled staff compared to non-disabled staff and the overall engagement score for the organisation. Trust action to facilitate the voices of Disabled staff in your organisation to be heard.
Actions
Accountable People / Team
Commentary
No.
Deadline
Implement targeted interventions from the staff survey to gauge further details about disabled staff experiences and increase engagement scores for disabled staff; by: Offering career development opportunities Ensuring they have a voice via the Disability and Wellbeing Staff Network (DAWN) Consistent messaging via the values and behaviours work Embedding disabled staff voices and experiences via the EDI Champions and FTSUG’s Activity Reports.
Engagement & OD Manager, EDI Team, Disability and Wellbeing Staff Network, EDI Champions, Career Development Practitioner
The staff engagement score is 6.84 for Disabled staff, and 7.38 for Non Disabled staff. There has been a decrease for both Disabled (7) and Non-Disabled (7.5) staff compared to 2021.
9a
October 2023
Ensure that the staff survey action plans address specific issues around disability from this report and action plan.
Engagement & OD Manager
9b
August 2023
Metric 10: Board Representation Percentage difference between the Organisation’s Board voting membership and its organisation’s overall workforce.
Actions
Accountable People / Team
Commentary
No.
Deadline
Work with stakeholders to explore options to implement regional approaches to talent management and ways to encourage people with visible and non- visible disabilities to apply for Executive and non-Executive roles
10a
October 2023
Company Secretary, with support from
The difference between Disabled staff representation on Board membership and in the workforce is -4%. The figure has not changed since 2021.
10b Develop a diverse and Inclusive Board Recruitment programme and process for disabled candidates
October 2023
Workforce Colleagues
Identify specialist recruitment agencies that targets disabled candidates for board appointments
10c
October 2023
10d To improve recording of disclosure rates for Executives and Non- Executive members.
October 2023
Supporting Data Infographic
WDES Data
Metric 1: Area by Disability Status
Clinical (non medical)
Total Workforce
Total Workforce
Non-Clinical
Medical
Disabled
4.14%
4.4%
4.3%
1.13%
Non-Disabled
85.85%
85.8%
86.7%
81.89%
Unknown
10.01%
9.8%
9.0%
16.98%
Metric 1: Band Groupings by Disability Status
Clinical and Non-Clinical
Medical
Total Workforce
Total Workforce
Bands 1-4
Bands 5-7
Bands 8a +
Consultant
Non-Consultant
Disabled
4.14%
4.0%
4.8%
3.4%
1.2%
1.1%
Non-Disabled
85.85%
84.9%
87.8%
88.4%
82.2%
81.3%
Unknown
10.01%
11.1%
7.4%
8.2%
16.7%
17.6%
Metrics 2-9:
Disabled
Non-Disabled
Unknown
Non-Disabled staff are 1.13 times more likely to be appointed from shortlisting compared to Disabled staff. The gap has narrowed from being 1.52 times more likely in 2021. The relative likelihood of Disabled staff entering the formal capability process is 8.3 times higher compared to non-disabled staff. There has been a significant increase from 3.42 in 2021. 17% of Disabled staff reported experiencing harassment, bullying or abuse from patients and/or members of the public, 13% from managers and 20% from other colleagues. Since 2021, abuse from patients and/or the public (15%) has increased, whereas abuse from managers (17%) and other colleagues (22%) has decreased 53% of Disabled staff stated that the last time they experienced harassment, bullying or abuse at work, they or a colleague reported it. This figure has increased from 51% in 2021. 50% of Disabled staff believe that the Trust provides equal opportunities in career development, compared to 62% of Non-Disabled staff. There has been a significant decrease for both Disabled (80%) and Non Disabled (91%) staff since 2021 27% of Disabled staff reported that they have felt pressure from their manager to come to work despite not feeling well enough to perform their duties, compared to 20% of Non-Disabled staff. There has been a decrease for both Disabled (28%) and Non Disabled (24%) staff since 2021.
Metric 2: Relative likelihood of being appointed from shortlisting
0.30
0.34
1.03
Disabled
Non-Disabled
Unknown
Metric 3: Likelihood of staff entering the formal capability process
0.00658
0.000792
0.005435
Disabled
Non-Disabled
Unknown
Patients & the public:
17.0%
12.4%
N/A
Metric 4a: Percentage of staff experiencing harassment, bullying or abuse from…
Disabled
Non-Disabled
Unknown
Managers:
12.9%
8.3%
N/A
Disabled
Non-Disabled
Unknown
Colleagues:
19.9%
14.4%
N/A
Disabled
Non-Disabled
Unknown
Metric 4b: Percentage of staff who experienced harassment, bullying or abuse that reported it
52.9%
49.0%
N/A
Disabled
Non-Disabled
Unknown
Metric 5: Percentage of staff believing that trust provides equal opportunities for career progression or promotion
49.9%
62.2%
N/A
Disabled
Non-Disabled
Unknown
Metric 6: Percentage of staff saying that they have felt pressure from their manager to come to work, despite not feeling well.
26.8%
19.8%
N/A
Disabled
Non-Disabled
Unknown
38% of Disabled staff are satisfied with the extent to which their organisation values their work, compared to 50% of Non-Disabled staff. There has been a decrease for both Disabled (41%) and Non-Disabled (57%) staff since 2021. 73.2% of Disabled staff stated that their employers have made adequate adjustment(s) to enable them to carry out their work. This has decreased from 79.6% in 2021. The staff engagement score is 6.84 for Disabled staff, and 7.38 for Non-Disabled staff. There has been a decrease for both Disabled (7) and Non-Disabled (7.5) staff compared to 2021.
Metric 7: Percentage of staff saying that they are satisfied with the extent to which their organisation values their work.
38.3%
49.6%
N/A
Disabled
Non-Disabled
Unknown
Metric 8: Percentage of Disabled staff saying that their employer has made adequate adjustments to enable them to carry out their work
73.2%
N/A
N/A
Disabled
Non-Disabled
Unknown
Metric 9 : The Staff Engagement Score for disabled staff and non-disabled staff
6.84
7.38
7.3
Metric 10:
Disabled
Non-Disabled
Unknown
The difference between Disabled staff representation on Board membership and in the workforce is - 4%. The figure has not changed since 2021.
Metric 10: difference between the organisations board voting membership and its overall workforce
Board members by disability status Difference between board membership and workforce
0%
85.71%
14.29%
-4%
0%
4%
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