Diversity – Improving good practice

Royal Free London NHS Foundation Trust

Ragini Patel, Deputy Director of People

The Trust is committed to improving diversity and the experiences of all staff. They have implemented diverse panels for recruitment to support WRES Indicator 1 and rigorous assessment checklist to review every decision on taking disciplinary action WRES Indicator 3.

They tackled the issue of the gap of BAME staff in senior management after BAME staff reporting negative experiences. Board members and managers undertook unconscious bias training with regular BAME staff listening sessions. The result is the assurance that the Trust’s recruitment policies and processes are being followed as managers have been trained properly.

Key points:

  • Introduced recruitment interview training and diverse panels
  • Board improved its diversity
  • More senior BAME staff recruited, now 31% in senior management teams
  • Reduction in BAME staff going forward to formal disciplinary hearings.

Judges’ view

The judges were impressed with the trust’s productive journey in improving diversity and staff experience areas of focus being recruitment and selection and decision making around disciplinaries. They demonstrated steady improvements with a clear vision for next steps and targets for the future.



Inclusion Journey

Bolton NHS Foundation Trust

Jane Seddon, Head of Workforce Transformation

By embedding inclusion into the Trust’s strategy, governance and performance arrangements, the Trust achieved improvements in all areas of inclusion. They used Schein’s lily pond model which describes 3 levels of culture which all need to be achieved to have deep-rooted sustainable change.

Key points:

  • Tool kit to support recruitment of diverse workforce
  • 12-month development programme to develop BAME leaders
  • Inclusive champion programme developed for workplace areas
  • Developed new behavioural model and staff pledge

 Judges’ view

This inclusion journey has been embedded into strategy, governance and performance arrangements. Range of indicators from WDES, WRES, gender pay gap report to inform a 5 year strategy.



Improving diversity to create the best place to work and be cared for

Birmingham Women’s and Children’s NHS FT

Sara Brown, Director of Workforce

The Trust needed to improve diversity and inclusion. The CEO stated she would not sit on interview panels that were not diverse. Trust wide agreement was gained for 5 inclusion objectives, including diverse interview panels. Latest survey results demonstrate this is improving experiences for all staff.

Key points:

  • Called in national WRES team to challenge Board after previous interventions had not worked
  • 2 non-exec directors overseeing actions working with Inclusion Group
  • Amended wording on job adverts; programme to employ staff with learning disabilities; building Cultural Ambassador programme.
  • Involved in HEE ‘Apprenticeship for all’ pilot.

Judges’ view

The diversity and inclusion journey is in its early stages at BWC however the foundations have been firmly laid for success over the 3 year programme.


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