AmosDiversity

Promoting diversity and equality VALUING A DIVERSE WORKFORCE

IN THE NHS

SHA Conference

David Amos 10th July 2010

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Promoting diversity and equality Diversity and the changes ahead The real business case for diversity and equality The board’s perspective

The road ahead recovery periods 1.0

Employment recoveries from previous recessions - this shows the previous depth and extent of the impact on unemployment pre-recesion peak of employment (1979Q4/1990Q2) =100 Q1. Workforce jobs, UK, seasonally a djusted

1.0

index Q1=100

1.0

1.0

0.9

0.9

0.9

1980s

1990s

4

Q 37

Q 35

Q 33

Q 31

Q 29

Q 27

Q 25

Q 23

Q 21

Q 19

Q 17

Q 15

Q 13

Q 11

Q 9

Q 7

Q 5

Q 3

Q 1

0.9

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 UK Better educated UK No qualifications US better educated

60

share of total employment

50

40

30

20

10

0 _1970

_1972

_1974

_1976

_1978

_1980

_1982

_1984

_1986

_1988

_1990

_1992

_1994

_1996

5

_1998

_2000

_2002

_2004

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

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?

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

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

St Not Very Diverse (lower quartile) NHS Trust Financial accounts 2009/10

ď‚—Total lost income and unnecessary

costs

:

(ÂŁ3.8m)

Or 6% of turnover Or 2000 cataract operations Or 150 extra staff

Getting the most from everyone 9

Consultants and

Senior Managers

8

Payband

7 6 5 4 3 2 1

12

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

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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

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David Amos david@davidamos.net 07976424218

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