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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