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Workforce race equality standard (WRES) annual report 2023

Contents

  1. Executive summary
  2. Background
  3. WRES in 2022 and 2023
  4. Consultation
  5. Conclusion
  6. Recommendations
  7. WRES data analysis

Executive summary

This report provides an overview of the work required for Rotherham Doncaster and South Humber NHS Trust (RDaSH) to meet its contractual requirements of the workforce race equality standard (WRES) which we are required to submit by 31 August 2023.

The WRES explores 9 metrics by gathering data from the Electronic Staff Records (ESR) system, recruitment, disciplinary and training data sets and the national staff survey as of 31 March 2023.

The report provides a detailed analysis of the 2023 scores for RDaSH for all metrics over the past three years.

The equality, diversity and inclusion workstream and the REACH Network will co-produce an action plan that addresses the metrics which require improvement which will be presented to the Executive Management team (EMT) and the board of directors for approval and support for implementation.

Comparison of the 2022 and 2023 data has highlighted areas of improvement and likewise deterioration with the staff survey responses with a particular emphasis on bullying and harassment that will need to be acted on across all areas of the trust.

Further commitment will be needed at senior level to make certain that support is available to ensure that we are able to make the changes that we need to improve the experience of work for black and minority ethnic (BME) colleagues across the employee life cycle.

Background

There is a mandatory requirement for the organisation to assess their performance against the workforce race equality standard (WRES). Each organisation must undertake this evaluation against 9 metrics on an annual basis on 31 March and following the analysis of performance, develop and publish action plans.

The WRES has been designed to improve the representation and experience of black and minority ethnic (BME) colleagues from all levels of the organisation but particularly within senior management.

The Equality Act and the public sector equality duty provides us with a legislative framework to ensure we do not treat people with a protected characteristic less favourably than those without and ensure we put in place conditions to address this imbalance.

The data illustrates that our BME workforce continues to be moderately impacted, which has an impact on the talent and resources of existing colleagues being under-utilized. This is a waste of precious talent and organisational resources and perpetuates inequalities throughout the individual’s work and life experience. The trust has been pro-active in response to its duty under the Equality Act 2010 and for colleague’s experience to match the ethos of the organisation although we still have a long way to go to close the gap.

Discrimination has emotional cost to the individual impacting work, home and potentially career progression. The discrimination also puts the organisation under strain as absent colleagues create additional strain on colleagues and agency costs. The employee may make a case against the organisation which could cost the organisation financially and with reputation.

The quality-of-care argument is well presented by Professor Michael West in demonstrating that an organisation that is truly inclusive improves outcomes on patient quality of care and that diverse teams drive innovations.

Focusing on race equality will enable RDaSH to demonstrate inclusivity and compassion by ensuring that its workforce is supported and developed. The WRES supports our trust’s vision of “leading the way with care”, developing the right values and culture to show compassion in our behaviour.

The EMT is asked to note progress to date, approve the WRES annual report and continue to give the support to this so that the trust can move at pace to make these systemic and sustainable changes.

WRES in 2022 and 2023

Metric 1, percentage of BME colleagues in the workforce broken down by AFC band

Please note, for all metrics we have highlighted both positive and negative trends that are statistically significant plus or minus 0.3%, anything below 0.3% is considered static, denoted by positive, negative, and static respectively.

WRES data for non-clinical BME colleagues
Pay bands 2021
Total BME
2022
Total BME
2023
Total BME
bands 1 to 4 0.45% negative 0.46% static 0.54% negative
bands 5 to 7 0.17% static 0.24% negative 0.31% negative
bands 8 to 9 0.08% positive 0.09% static 0.14% negative
VSM 0% negative 0% static 0% negative
WRES data for clinical BME colleagues
Pay bands 2021
Total BME
2022
Total BME
2023
Total BME
bands 1 to 4 0.88% negative 1.4% positive 1.62% positive
bands 5 to 7 2.49% positive 3.27% positive 4.16% positive
bands 8 to 9 0.2% static 0.24% positive 0.17% negative
VSM, consultants
or career grades
0.97% positive 1.04% positive 0.91% negative
  • There has been an overall improvement of BME representation across the trust a significant increase in BME representation in both non-clinical and clinical bands 5 to 7 which is probably attributed to the success of the international nurse recruitment programme and would suggest that the talent management including the succession planning process, are having the desired impact. However, there are notable decreases in clinical bands 8 to 9 and VSM and no change to non-clinical VSM over the last 3 years.

Metric 2

  • As a reminder, metrics 2, 3 and 4 relate to recruitment, formal disciplinary action, and training which all consider the likelihood for BME colleagues and white colleagues in such situations where any score above 1.25 is noted as significant and in practice adversely impacts our BME colleagues. Any score below 0.8 shows an adverse impact on white colleagues.
Relative likelihood of white applicants being appointed from short listing across all posts compared to BME applicants
2021
total white
2022
total white
2023
total white
1.28 negative 0.90 positive 0.83 positive
  • This metric continues to improve with a greater number of BME candidates being appointed from shortlisting. Further work is being undertaken as part of the recent NHSEI EDI priorities in reviewing the recruitment process which will allow us to understand at which stage we need to target further initiatives.

Metric 3

Relative likelihood of BME colleagues entering the formal disciplinary process compared to white colleagues
2021
total BME
2022
total BME
2023
total BME
1.45 negative 0.99 positive 0 positive
  • We have seen a positive decrease in the relative likelihood of BME colleagues entering the formal disciplinary process since 2021 to 2023. It is hoped that with the implementation of the just restorative and learning culture that this will continue to improve.
  • Culture change takes time and there now needs to be an even greater emphasis of addressing these systemic issues through the WRES action plan.

Metric 4

Relative likelihood of BME colleagues accessing non-mandatory training and CPD compared to white colleagues
2021
total BME
2022
total BME
2023
total BME
0.99 positive 1.04 positive 1.12 positive
  • This is an area where there is little evidence of practice having a disproportionate impact on BME or white colleagues in how they access mandatory training.

Metrics 5 to 8 come from the staff survey which are reported on the annual dataset each year 31 March, for these metrics it must be noted that the data is collected from the previous year 2022.

Metric 5

Percentage of colleagues experiencing harassment, bullying or abuse from patients, relatives or the public in the last 12 months
Staff group 2021
(2020 staff survey)
2022
(2021 staff survey)
2023
(2022 staff survey)
BME 30.9% positive 26.7% positive 26.9% static
White 25.4% positive 21.8% positive 20.2% positive
  • There is a slight increase for our BME colleagues experiencing harassment, bullying or abuse from patients, relatives or the public in the past 12 months reflected in the staff survey results, however, we are aware of an increasing number of incidents taking place that are being reported via the IRI system and we expect to see this figure increase significantly in the 2023 staff survey results.
  • The head of EDI is leading on an anti-racism framework to implement in the trust which will give our colleagues and managers a comprehensive guide on how to deal with unacceptable or unwanted behaviour.

Metric 6

Percentage of colleagues experiencing harassment, bullying or abuse from colleagues in the last 12 months
Staff group 2021
(2020 staff survey)
2022
(2021 staff survey)
2023
(2022 staff survey)
BME 24.1% negative 25.5% positive 19.4% positive
White 17.5% static 14.7% positive 13% positive
  • Although the trend is positive and a further improvement has been seen for both BME and white colleagues 19.4% is still relatively high and further intensive work needs to be carried out in this area.
  • Further work will be progressed in this area with the anti-racism alliance framework.

Metric 7

Percentage of colleagues believing the trust provides equal opportunities for career progression or promotion
Staff group 2021
(2020 staff survey)
2022
(2021 staff survey)
2023
(2022 staff survey)
BME 52.4% positive 46.7% negative 50% positive
White 64.5% positive 66.3% positive 68.7% positive
  • The results from the staff survey indicate that there has been an improvement in the position for both BME colleagues and white colleagues, although the differential has widened between BME and white colleagues substantially. The WRES action plan for 2023/2024 will also address this

Metric 8

Percentage of colleagues personally experiencing discrimination at work from a manager or team leader or other colleague
Staff group 2021
(2020 staff survey)
2022
(2021 staff survey)
2023
(2022 staff survey)
BME 9.5% negative 11.5% negative 9.4% positive
White 3.5% static 3.7% static 3.9% static
  • This metric is more targeted as it focusses colleagues’ experiences where an individual feels they have personally experienced discrimination at work from a manager or another colleague.
  • Although this metric has improved the gap between our BME and white colleagues personal experiences is significantly high and further more detailed work needs to be undertaken in this area.

Metric 9

BME board membership
2021
total BME
2022
total BME
2023
total BME
1.0 negative 1.0 static 1.0 static
  • BME board membership is an area that has remained stagnant and although measures have been put in place to encourage applications from diverse backgrounds when recruitment takes place, we are still failing to attract BME candidates. Further work needs to be undertaken in this area.

Consultation

The outcome of the data analysis has been discussed at the EDI workstream and placed based EDI meetings along with the REaCH colleagues network to obtain an initial observation regarding the changes in the data.

Conclusion

Overall, the WRES collection for 2022 to 2023 has shown several improvements compared to figures previously which is good to see. However, the trust recognises that it’s on a journey and more needs to be done to improve experiences of our ethnic minority colleagues especially in relation to the culture relating to bullying and harassment and discrimination.

The trust’s stance on ‘no excuse for abuse’ both from colleagues and people who use our services needs to be embedded into the culture of ‘the way we do things’, to support in the creation of a positive working culture and valued colleagues.

The trust is planning to implement positive action firstly within talent management processes to support a greater understanding of the barriers to career progression for BME colleagues. With the implementation of the anti-racism alliance supporting this work with a stronger anti-racist position improvement and a more significant role for the inclusion networks, specifically the REaCH network in shaping and leading interventions.

The care groups hold regular EDI focused meetings where the WRES is a standing agenda item for them to incorporate into their local action plans. It has been requested that corporate services incorporate the WRES into their team meetings. It also a standing item on the REaCH meeting agenda.

The EDI team, organisational development and learning and development team have been consulting and working closely with the REaCH network over the past year and have conducted a training needs analysis survey to ascertain which areas require more focus, as a result BME colleagues are being approached to take part in the talent management program and 1-to-1 career development coaching sessions. This work will be ongoing throughout 2023 and 2024.

Recommendations

The executive management team and board are asked to review the data and sign off the information presented prior to publication on the trust’s website by 30 September 2023.

The forthcoming action plan needs to be agreed and published by 31 October 2023. The 2022 action plan will be submitted for perusal along with the 2023 document.

WRES data analysis

Please note, for all metrics we have highlighted both positive and negative trends that are statistically significant plus or minus 0.3%, anything below 0.3% is considered static, denoted by positive, negative, and static respectively.

WRES metric 1

Percentage of staff in each of the AfC bands 1 to 9 and VSM (including executive board members) compared with the percentage of staff in the overall workforce.

Organisations should undertake this calculation separately for non-clinical and for clinical staff.

WRES data for non-clinical BME colleagues
Pay bands 2021
Total BME
2022
Total BME
2023
Total BME
bands 1 to 4 0.45% negative 0.46% static 0.54% positive
bands 5 to 7 0.17% static 0.24% positive 0.31% positive
bands 8 to 9 0.08% negative 0.09% static 0.14% positive
VSM 0% negative 0% static 0% static
WRES data for clinical BME colleagues
Pay bands 2021
Total BME
2022
Total BME
2023
Total BME
bands 1 to 4 0.88% negative 1.4% positive 1.62% positive
bands 5 to 7 2.49% positive 3.27% positive 4.16% positive
bands 8 to 9 0.2% static 0.24% positive 0.17% negative
VSM, consultants
or career grades
0.97% positive 1.04% positive 0.91% negative

WRES metric 2

Relative likelihood of white staff being appointed from shortlisting compared to that of BME staff being appointed from shortlisting across all posts
2021
total white
2022
total white
2023
total white
1.28 negative 0.9 positive 0.83 positive

WRES metric 3

Relative likelihood of BME staff entering the formal disciplinary process, compared to that of white staff entering the formal disciplinary process
2021
total BME
2022
total BME
2023
total BME
1.45 negative 0.99 positive 0 positive

WRES metric 4

Relative likelihood of white staff accessing non-mandatory training and CPD compared to BME staff
2021
total BME
2022
total BME
2023
total BME
0.99 positive 1.04 positive 1.12 positive

WRES metric 5

KF 25, percentage of staff experiencing harassment, bullying or abuse from patients, relatives or the public in last 12 months.
Staff group 2021
(2020 staff survey)
2022
(2021 staff survey)
2023
(2022 staff survey)
BME 30.9% positive 26.7% positive 26.9% static
White 25.4% positive 21.8%positive 20.2% positive

WRES metric 6

KF 26, percentage of staff experiencing harassment, bullying or abuse from staff in last 12 months.
Staff group 2021
(2020 staff survey)
2022
(2021 staff survey)
2023
(2022 staff survey)
BME 24.1% negative 25.5% positive 19.4% positive
White 17.5% static 14.7% positive 13% positive

WRES metric 7

KF 21, percentage believing that trust provides equal opportunities for career progression or promotion
Staff group 2021
(2020 staff survey)
2022
(2021 staff survey)
2023
(2022 staff survey)
BME 52.4% positive 46.7% negative 50% positive
White 64.5% positive 66.3% positive 68.7% positive

WRES metric 8

Q17. In the last 12 months have you personally experienced discrimination at work from any of the following? Manager or team
Staff group 2021
(2020 staff survey)
2022
(2021 staff survey)
2023
(2022 staff survey)
BME 9.5% negative 11.5% negative 9.4% positive
White 3.5% static 3.7% static 3.9% static

WRES metric 9

BME board membership
2021
total BME
2022
total BME
2023
total BME
1 negative 1 static 1 static

Document control

  • Prepared by: Amanda Ambler.
  • Role: Equality, diversity and inclusion advisor.

Page last reviewed: November 29, 2024
Next review due: November 29, 2025

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