Promoting diversity and

equality VALUING A DIVERSE

WORKFORCE IN THE NHS

SHA Conference

David Amos

10th July 2010

2

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

shows the previous depth and extent of the impact on

unemploymentpre-recesion peak of employment (1979Q4/1990Q2) = 100 Q1. Workforce jobs, UK, seasonally a

djusted

0.9

0.9

0.9

0.9

1.0

1.0

1.0

1.0

Q1

Q3

Q5

Q7

Q9

Q11

Q13

Q15

Q17

Q19

Q21

Q23

Q25

Q27

Q29

Q31

Q33

Q35

Q37

index Q

1=100

1980s 1990s

5

fThe changing

workforce the educated and

qualified workforce 170-2005UK, share of total workforce with degree or equivalent (better educated) and share with just basic schooling.

Source: EU KLEMS database.

0

10

20

30

40

50

60

70

_1970 _1972 _1974 _1976 _1978 _1980 _1982 _1984 _1986 _1988 _1990 _1992 _1994 _1996 _1998 _2000 _2002 _2004

shar

e of to

tal e

mplo

ymen

t

UK Better educated

UK No qualifications

US better educated

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 TrustFinancial 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 TrustFinancial 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 TrustFinancial accounts 2009/10

Total lost income and unnecessary costs : (£3.8m)

Or 6% of turnover

Or 2000 cataract operations

Or 150 extra staff

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Getting the most from

everyone

1

2

3

4

5

6

7

8

9

Payband

Consultants and Senior Managers

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

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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

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David Amos

david@davidamos.net

07976424218

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