4. Where has the emphasis on Equality
And Diversity come from within the
Public Sector?
5. The Stephen Lawrence Inquiry Report (1999) was the catalyst
for change. The report identified institutional racism. The
Government response has been a commitment to introduce a wide
range of initiatives to remove discrimination from the public sector.
6. Legal Framework
• Equality Act 2010
• Harmonises and replaces previous legislation (eg
Race Relations Act and the Disability Discrimination
Act).
• Covers the same groups that were protected by
existing legislation known as ‘ Protected
Characteristics’ and extends protection.
8. Human Rights Act 1998
What does it do?
There are sixteen basic rights in the
Human Rights Act, all taken from the
European Convention on Human Rights
which include:-
The right to life
The right not to be punished in a
degrading or inhumane way
The right to liberty and security of a
person
The right to a fair trial
What are the benefits?
As an NHS Trust we are expected to take a Human
Rights Based Approach to delivering healthcare.
Some of the benefits of this are:
•Improved quality of health services, with patient
experience reflecting the principles of dignity, equality,
respect, fairness and autonomy.
•Design and delivery of health services in a person-
centred way.
•Reduced risk of complaints and litigation under the
Human Rights Act and equalities legislation.
9. An Inclusive Workplace
As a trust we aim to be an inclusive workplace where the human
rights principles of fairness, respect, equality, dignity and
autonomy are promoted and are part of the organisation’s
everyday goals and behaviour.
The benefits of an inclusive work place can include:-
•Attract new talent
•Retain productive and committed staff
•Create wider appeal to service users
www.equalityhumanrights.com
10. We Promote an Inclusive Approach
• Through our Core Values, Code of Conduct, Dignity at Work
Policy and other employment practices we aim to ensure that
all staff feel included and valued at work.
• Our aim is to ensure that all staff have the broad skills of
being able to see issues from others’ perspectives and feel
able to challenge unacceptable behaviour sensitively and
provide constructive feedback.
• We have a Dignity at Work policy that provides guidance to all
staff on what to do when dignity at work is undermined.
11. When dignity is undermined
• Discrimination
• Bullying & Harassment
13. Bullying and Harassing Behaviours
Can range from physical violence
to ignoring someone
May be by an individual against an
individual or group
Unwarranted and unwelcome to
the recipient
It is not the intention of the
perpetrator that is key in deciding
if bullying or harassment
A gradual wearing down process
• Harassment may be related to age,
sex, race, disability, religion, nationality
or any of the protected characteristics
• Be aware – social networking sites!
14. Effects of Bullying/Harassment
Bullying can hinder group communication, cohesion and performance by
creating a hostile environment.
The cost of bullying and harassment can include:
•Reduced levels of confidence
•Increased sickness absence
•Premature ill-health and retirement
•Reduced productivity for victims and colleagues
•High levels of staff turnover
•Costs of potential litigation
•Damage to the reputation of the trust
15. Our Approach
Allegations raised regarding bullying and harassment will be taken seriously
and treated confidentially.
Bullying and harassment may be treated as a disciplinary matter.
The dignity of all staff is respected and employees are valued and supported
for the contribution that they make.
This is applicable to all staff and volunteers working within the trust.
16. What should I do?
Refer to the Dignity at Work Policy.
Line manager in the first instance – employees are encouraged to discuss any
concerns about bullying and harassment with their line manager in the first
instance (or a more senior manager if the complain relates to the line
manager).
Alternatively if the employee wishes to keep the issues anonymous, he or she
can speak to:
•Confidential Advisors
•Human Resources
•Trade Union Representative
•Occupational Health
•Counsellor
17. How can we help & support each other?
• Set a positive example by treating others with respect.
• Be aware of the trust’s Dignity at Work policy and comply with
it.
• Do not accept behaviour that may be offensive.
• Be supportive of colleagues who may be subject to
bullying/harassment.
• Be aware of the various support services available.
18. Whistle Blowing
REPORTING CONCERNS AT WORK POLICY
• The policy has been designed to support and assist staff
to bring genuine concerns to the attention of the
appropriate people, who can take the relevant action.
• We recognise our duty to look into any concerns at work
raised in good faith, as we believe this to be supportive
of the long term interests of the organisation.
19. The Public Interest Disclosure Act
(1998)
• A worker who has a reasonable belief that a ‘disclosure
event’ has occurred should be able to raise a concern
without fear of dismissal or suffer another form of
detriment as a result of the disclosure.
• Disclosure events eg a criminal offence, failure to comply
with legal obligation, miscarriage of justice, endangering
individuals’ health and safety.
20. Rules for making a protected disclosure
• Workers must disclose the information in good
faith
• Workers must believe it to be substantially true
• Workers must not act maliciously or make false
allegations
• Workers must not seek any personal gain
21. Raising a concern
• Step One – Line Management
• Step Two – Senior Management
• Step Three – Human Resources
Harassment or victimisation of anyone raising a genuine concern under
this policy will not be tolerated and will be dealt with under the
Trust’s Disciplinary Procedure.
Let’s put this to the test!!
Stand up if you have……
Macpherson described “The collective failure of an organisation to provide an appropriate and professional service to people because of their colour, culture or ethnic origin which can be seen or detected in processes; attitudes and behaviour which amount to discrimination through unwitting prejudice, ignorance, thoughtlessness and racist stereotyping which disadvantages minority ethnic people.”
Although issues of this nature are minimal within our organisation we have a duty as an employer to have processes to deal with such issues when they arise.
