3. Promoting diversity and equality
Diversity and the changes ahead
The real business case for diversity and equality
The board’s perspective
4. The road ahead recovery
periods
Employment recoveries from previous recessions - this
show the previous depth and extent of the impact on
s
1.0
unemployment
pre-recesion peak of employment (1979Q4/
1990Q2) =100 Q1. Workforce jobs, UK, seasonally a
djusted
1.0
1.0
100
1.0
index Q1=
0.9
0.9
0.9
1980s 1990s
0.9
11
13
15
17
19
21
23
25
27
29
31
33
35
37
1
3
5
7
9
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
Q
4
5. fThe changing
workforce the educated and
qualified workforce 170-2005
UK, share of total workforce with degree or equivalent (better educated) and share with just basic schooling.
Source: EU KLEMS database.
70
U Better educated
K
U N qualifications
K o
U better educated
S
60
50
share of total employment
40
30
20
10
0
_ 9 0
1 7 _ 9 2
1 7 _ 9 4
1 7 _ 9 6
1 7 _ 9 8
1 7 _ 9 0
1 8 _ 9 2
1 8 _ 9 4
1 8 _ 9 6
1 8 _ 9 8
1 8 _ 9 0
1 9 _ 9 2
1 9 _ 9 4
1 9 _ 9 6
1 9 _ 9 8
1 9 _ 0 0
2 0 _ 0 2
2 0 _ 0 4
2 0
5
6. The new government’s policy
approach – implications for
the workforce
Funding and efficiencies
Employment legislation
Pay and regulation
Organisational changes
Operational performance
Devolution to the front-line healthcare professional
Independent and third sector providers
Welfare to work programme
New training support and system
7. A real business case:
St Not Very Diverse (lower quartile) NHS Trust
3,000 staff
£150m turnover
500,000 patients treated each year one way or another
How does it perform as a result of its approach?
8. St Not Very Diverse (lower quartile) NHS Trust
Financial accounts 2009/10
Not employer of first choice (£1m)
Lost productivity
Recruitment difficulties
Advertising costs
Lack of candidates
Legal cases (£0.3m)
Legal advice and representation
Compensation claims and settlements
9. St Not Very Diverse (lower quartile) NHS Trust
Financial accounts 2005/6
Poor quality of patient services (£2m)
Faulty communication
Inaccurate diagnoses
Choice goes West
Repetition
Lack of leadership and teamwork(0.5m)
Poor decision-making
Duplication
Under-performance
10. St Not Very Diverse (lower quartile) NHS Trust
Financial accounts 2009/10
Total lost income and unnecessary
costs : (£3.8m)
Or 6% of turnover
Or 2000 cataract operations
Or 150 extra staff
11.
12. Getting the most from
everyone
Consultants and Senior Managers
9
8
7
6
Payband
5
4
3
2
1
12
13. Dealing with tensions and risks
The three lines of unemployment:
• Contrasting needs and competition
Quality skills, quality services
• Investing in skills when cash is tight
Investing in the future graduate
• Reducing commissions which might be a problem later
Learning lessons from the past
• Should we let history repeat itself
Balancing the short with the longer term
• Taking on those when jobs get tighter later on (or now even)
Taking on and letting go
• Appointing apprentices and making others redundant
Delayering and cherishing the first-line manager
• Taking out back-room costs and relying on local leadership
Encouraging engagement and taking difficult decisions
• Getting staff to engage when they are increasingly unhappy
Interventions which bump into each other
• Overlapping and relabelled initiatives
13
14. Good practice - In practice
Organisational values
Track record in developing existing staff
Support for the Skills’ Pledge and skills
development
Top level commitment to staff engagement
Alternatives to compulsory redundancy
Active in Local Employment Partnership
The principles of diversity and equality put into
practice
Take up of latest employment and training
initiatives
Effective performance management and HR management
practices
Sufficient capability and capacity to deliver
Innovative in HR practice and organisational
development
14
