Equality Diversity Inclusion 30 Dec 20 FF - Flipbook - Page 8
Equality, Diversity
& Inclusion
What we’ve achieved so far
Staff & volunteers
despite not feeling well enough to perform their
duties.
We value equality, diversity and inclusion, and we
hold a monthly forum informed by the following
national reporting:
• Over the last three years we have shared our
gender pay gap data which shows, as with most NHS
Trusts, that the area of stafng with the greatest
gender pay gap is medical stafng. Further work
and interventions have been identied to close the
gender pay gap.
• Workforce Race Equality Standard (WRES), rst
report in 2017 using data from 2015/16.
• Gender Pay Gap, rst report in 2018 using data
from 2017/18.
• Workforce Disability Equality Standard (WDES), rst
report in 2019 using data from 2018/19.
Our electronic Employee Service Records inform
these reports as well as the National NHS Staff Survey
Results. This allows us to benchmark ourselves
against other Trusts, identify areas that require
improvement and identify organiations we can learn
from.
The annual national staff survey shows improving
feedback for race and disability awareness across the
Trust, endorsing the success of the following
equality, diversity and inclusion initiatives:
• The ongoing ‘Never OK’ campaign highlighting
that we will take action against harassment and
bullying towards any group.
My dad is a
nurse. Please
keep him safe
at work.
Here to help
Abuse of NHS staff. Never OK.
We take action against verbal and physical
abuse.
Great People.
Great Place.
Great Western Hospitals.
Abuse of NHS staff. Never OK.
We take action against
verbal and physical abuse.
Great People.
Great Place.
Great Western Hospitals.
• Establishing a BAME* (Black, Asian and Minority
Ethnic) Champions Network who held their rst
Diversity Day in 2019 and establishing the LGBTQ+
(Lesbian, Gay, Bisexual, Transgender, Queer and
others) Staff Network. Existing feedback has
identied a reduction in harassment and bullying
towards BAME staff both from other staff (30.5% to
22.8%), and patients (32.3% to 22.8%). We will also
establish a Disability Staff Network in 2021. Existing
feedback shows that bullying and harassment of
disabled staff by managers has reduced (9.5% to
6.7%).
• Management training to promote support
available from the Occupational Health Services to
identify and implement reasonable adjustments for
staff who become disabled or who have a change in
the support that they require for their disability. This
has led to an increase (75% to 82.4%) of disabled
staff reporting in the staff survey that the Trust has
made reasonable adjustments to enable them to
carry out their work. There has also been a reduction
from 37.5% to 27.4% of disabled staff who have felt
pressure from their manager to come to work,
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• Education, training and continual professional
development are key to our long term objectives to
improve our standard of care and hold good
retention levels. We strive to offer a wide ranging
package, that’s available to all staff to enable them
to develop. We will continue to review this to ensure
that we have an offer that is accessible and meets
the training needs of our workforce. As part of our
review, we will make a commitment to ensure that
education and training opportunities are available
to all staff and accessed fully, because current
evidence suggests this is not the case.
• We review our policies and procedures every two
years to ensure that they meet legislation
requirements and, where possible, best practice. We
know there’s more to do, next steps will include
going the next step in really considering how these
policies and procedures effect our staff groups. We
also know that best practice from our peer groups in
England may not be that advanced so we need to
challenge our thinking and be condent to set a
standard for others to follow where it’s appropriate.
• We’ve started to re-think our talent management
approach across the organisation to ensure all staff
who want to progress have a talent management
conversation and an individual plan to support them
in their career journey. We now need to roll this out
and consider our succession management planning
to ensure that our stafng prole, including those in
leading roles, becomes more reective of the local
demographic.
• 2020 has seen further learning following the
impact of the Covid-19 outbreak and how this has
effected different parts of our communities in
different ways, we’ll take this learning as we
redesign services to ensure they are t for the future
and meet the needs of the people we care for.
* Within this document we have used the term BAME. We know that there
are different views emerging on the use of this term and because of this we
will continue to seek advice from our networks, staff and communities to
ensure that we nd the right way to reect their views and feelings on this.