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Report on Diversity Driver Assessment Workshop – Diversity Driver Report

Kirklees PCT

07/01/2009


Content

Management summary 1

Introduction 1.1 The Diversity Driver 1.2 Using the Diversity Driver in practice

2.

Diversity Driver: results and discussion 2.1 Results of the Diversity Driver: Leadership 2.2 Results of the Diversity Driver: Strategy and policy 2.3 Results of the Diversity Driver: People 2.4 Results of the Diversity Driver: Partnerships & Resources 2.5 Results of the Diversity Driver: Processes 2.6 Results of the Diversity Driver: Results

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Priorities test and follow-up agreements 3.1 Priorities test 3.2 Agreements on the follow-up

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Management summary A strategic meeting was held on 07/01/2009 for Kirklees PCT as part of the Diversity Champions project. Staff of Kirklees PCT, representing a cross-section of the organisation, attended this workshop. The goal of the workshop was to facilitate a discussion with the participants with the aim of gaining an understanding of the current state of affairs relating to the management of diversity within Kirklees PCT and (the need for) possible follow-up activities. The Diversity Driver instrument was used to examine systematically the extent to which diversity management has been implemented to date in Kirklees PCT and the priorities for further improvements. The Diversity Driver is based on the EFQM Excellence Model and covers the following subjects: 1 2. 3 4. 5. 6.

Leadership: how well do leaders within the organisation act as role models for diversity? Strategy and policy: does the organisation have a clear understanding of what diversity means in the context of the organisation’s business objectives? People: does the organisation manage people in a way which is consistent with the organisation’s diversity objectives? Partnerships and Resources: does the organisation manage its suppliers, partners and other resources in a way that is consistent with its diversity objectives? Processes: does the way in which the organisation does things in practice consistent with what the organisation is trying to achieve with its diversity strategy? Results: is the organisation achieving what it should be achieving with regards to the organisation’s diversity objectives?

The results of the strategic meeting delivered a list of strengths and areas for improvement relating to how the participants felt that the organisation was performing in regards to diversity. These strengths and areas for improvement are varied in nature and are discussed in this report. Individuals were asked to vote on which of the areas for improvement they thought were the most important to be addressed in order to progress the organisations diversity agenda. The following areas received the most votes:

• • •

The service Leaders need to demonstrate that they believe in equality and diversity and that they would challenge non-inclusive behaviour - 360 degree leadership appraisal (8 Votes) We need ways of joining up action plans and sharing good practice across the organisation – A learning organisation. (7 Votes) We do not have a systematic way of collecting and analysing equality data on staff, service users and contractors. (7 Votes). Flexible working (e.g) policies are differently implemented in different areas/departments/subsections – unless explained, could lead to perception of inconsistency/unfairness (3 Votes) We need to build a recognition of respectful behaviour into recruitment and making best use of existing capabilities in the staff. (3 Votes)

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1.

Introduction

The goal of the Diversity Driver workshops was to gain an understanding of the current state of affairs relating to diversity management within the organisation and possible follow-up activities. The Diversity Driver, an instrument for measuring performance in terms of diversity, was used for this. This report describes the results of the workshop.

1.1

The Diversity Driver

The Diversity Driver is geared to measuring how effectively the organisation manages diversity. This instrument facilitates a systematic examination of what has been done in the organisation to date in terms of diversity. It offers approaches for further improvements. The Diversity Driver is based on the EFQM Excellence Model, which is widely used in British and other European organisations as a method of comparing the organisation’s own performance against international best practice. Measures must be taken not because they are prescribed by law but because they make sense, both in business terms and otherwise. The Age Driver is an aid to taking the most appropriate measures. The instrument contributes to a process of continuous improvement in age-aware policy. The idea of continuous improvement is not in itself new. Organisations are always looking for opportunities to improve their performance. The strategy of continuous improvement can be used to measure the organisation’s own performance and highlight where a change in approach is required. In this way you can get the best from your employees. The approach of continuous improvement helps with the systematic examination of how successful the organisation is in achieving diversity goals and where there are opportunities for further improvement. Once that process is complete, you have a picture of the strengths. It is possible to continue to build on positive past experiences. It also gives a clear idea of what has still to be done. The Diversity Driver helps to evaluation how effectively an organisation manages diversity. The instrument is intended for organisations in the public and private sector who first want to know how they stand in terms of diversity management before they develop new strategies and action plans or to verify what they have already been doing in terms of diversity management, The Diversity Driver helps organisations to: 1. Defines the current state of affairs using an assessment. 2. Defines priorities: what are the strengths and weaknesses. 3. Defines what needs to be improved: where must improvements be made and what is the priority? 4. Defines how to make improvements: how do we approach it – learn from others, use manuals and good examples, carry out a study etc. 5. Approach: defines responsibilities and prepare a plan of approach.

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1.2

Using the Diversity Driver in practice

In practical terms, it is best to present the Diversity Driver as a list of questions relating to consideration of the diversity management. The participants’ answers to these questions are used to discuss the state of the diversity management within the organisation. The workshop participants answer the Diversity Driver questions by entering a score on a scale from 0 to 5. The diagram below illustrates the scoring scale when completing the Diversity Driver. Level 0

Level 1

Don’t know

No

Level 2

We’re thinking about doing something

Level 3

Level 4

Level 5

Yes, but there’s room Yes and we’re seeing for improvement

real benefits

We’re very good at this and others could learn from us

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The Diversity Driver: results and discussion

2.1

Results of the Diversity Driver: Leadership

All participants will have completed a Diversity Driver as part of the workshop. The results are then used to identify the strengths, as well as the areas for improvement, for the organisation in terms of diversity. The workshop participants then agreed what the priority areas should be for the organisation. The results are always discussed section by section and these are summarised below. The first section is Leadership, which refers to the management and individuals leaders who make strategic and operational decisions about the organisation.

The strengths of the organisation identified were: • • • • • • •

On new projects leaders do consider accessibility issues [physical, opening times 8-8] Leaders do consider the impact of one policy on another e.g. Impact Assessments. Examples of leaders encouraging greater links with community groups. Directors and non-executives are linked to specific localities in the commissioning arm. “Celebrating Success” is used across the organisation. We explicitly communicate our approach to diversity in our policies and strategies. Starting to include quality statements in contracts which include both incentives and penalties.

The areas for improvement identified for the organisation were: • • • • • •

2.2

We need to develop our support, training and use of people who may be impacted on, in writing our EIA’s. We need to return to delivering the wellness and prevention agenda in the community We need to increase the understanding of business planning and tendering among the third sector and make the most of their experience We need ways of joining up action plans and sharing good practice across the organisation – A learning organisation. We need a driver for celebrating success on diversity – opportunity. The service Leaders need to demonstrate that they believe in equality and diversity and that they would challenge non-inclusive behaviour - 360 degree leadership appraisal

Results of the Diversity Driver: Policy and Strategy

The second section is Policy and Strategy, which examines whether the organisation has considered the diverse range of talents available to it when it plans what it wants to achieve and how it wants to achieve it.

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The strengths of the organisation identified were: • •

Diversity is considered in the PDR. PDR’s are seen as an integral part of our organisation Business plans do allow for comments on diversity.

The areas for improvement identified for the organisation were: • • • •

2.3

We need to bring diversity alive and ensure that all staff understand the real meaning of this in relation to their role. We do not always have the documentary evidence to support the EIA’s. We do not have a systematic way of collecting and analysing equality data on staff, service user and contractors. Develop shared learning of how to include diversity effectively in business plans and how to follow up and monitor this. Results of the Diversity Driver: People

The third section is People, which examines the way in which the organisation manages its people and whether this is consistent with the organisation’s diversity objectives. The strengths of the organisation identified were: • •

• •

Explicit policies that support the different needs of employees [compressed hours, work life balance]. Some examples of efforts to recruit/retain/contract in order to better reflect the diversity of the community [“Slivers of Time”, beyond statutory retirement age requirements, in our contracting] Specific mandatory diversity training and equality & diversity is reflected in knowledge and skills framework. This links back to appraisals. Examples of diversity being explicitly included in individual/team objectives and being recognised as being implicit to the way we do things.

The areas for improvement identified for the organisation were: •

• • • • •

Flexible working (e.g) policies are differently implemented in different areas/departments/subsections – unless explained, this could lead to perception of inconsistency/unfairness The organisation at all levels does not reflect the diversity of the community. The good practice and innovation developed e.g. service contracts is not shared enough Our examples of effective learning about engagement with different service users are not shared, so constantly re-inventing We need ways of ensuring that the training results in diversity friendly behaviour by evaluating it. We need to build a recognition of respectful behaviour into recruitment and making best use of existing capabilities in the staff.

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• •

2.4

Stronger leadership visibility of diversity and what it means in strategic plans and frameworks. We need to consider our long term recruitment strategy in relation to diversity.

Results of the Diversity Driver: Partnerships & Resources

The fourth section is Partnerships and Resources, which examines whether the way in which the organisation manages its suppliers, partners and other resources is consistent with its diversity objectives. The strengths of the organisation identified were: • • • •

Lots of examples of making information in different formats e.g. languages, pictures, acting, DVD’s, CD roms. We monitor and measure the performance of contractors in relation to our diversity policies. We do learn from customers and improve what we do [PALS – complaints and compliments system] Acknowledgement from high, chief executives and from colleagues.

The areas for improvement identified for the organisation were: • • •

2.5

We do not always have material that is accessible to those who are not comfortable with written format We could learn from the third sector organisations about how they communicate with more people more effectively. We need to develop measures of delivery of diversity indicators so we can monitor contracts and the action.

Results of the Diversity Driver: Processes

The fifth section is Processes, which examines whether the way the organisation does things in practice is consistent with what it is trying to achieve with its diversity strategy. The strengths of the organisation identified were: • • • • • •

Feel like as an organisation we have a culture of recognition [between directorates] We do review the effectiveness of changes that we made e.g. Health Needs Assessment Training implications are routinely considered and training delivered when organisational changes are made. We do ensure compliance with statutory requirements and our codes of practice. We have systems in place to respond to feedback [PALS Strategic development plan] We involve clients/stakeholders in developing our services e.g. maternity services, obesity programme, low secure rebuild/open days.

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The areas for improvement identified for the organisation were: • •

2.6

We need to develop creative ways of demonstrating that we have listened to stakeholders and this has resulted in service improvements (audit trail) We are not good at communicating what we have or haven’t done as a result of feedback on communicating more effectively what we can and can’t do.

Results of the Diversity Driver: Results

The sixth section is Results, which examines whether the organisation is achieving what it should be achieving in regards to its diversity objectives.

The strengths of the organisation identified were: • • • • •

We have a system for monitoring compliments & complaints and there is evidence to show that it is being used. We have an annual staff survey which shows improving trends in satisfaction and motivation. In some areas e.g. contracts, world class commissioning we do have measures of success for our diversity objectives. We have examples of where we have identified key stakeholders in relation to our diversity objectives. [mental health] We do get a lot of informal information about how our community regard us.

The areas for improvement identified for the organisation were: • • •

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We need to look at ways of collecting equality data on complaints, compliments etc. In a sensitive way We need to make more use of what we learn from exit interview/questionnaires etc. We do not ‘blow our trumpet’ about how the community regard us – this is mostly word of mouth

Priorities test and follow-up agreements

Once the participants have defined the strengths and areas for improvement in relation to diversity management, they have the opportunity to indicate the priority for tackling the areas for improvement. Finally, agreements are made on the follow-up actions to be taken and who should be responsible for addressing the agreed points for consideration.

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3.1 Priorities test The top priority areas identified by participants were as follows: • The service Leaders need to demonstrate that they believe in equality and diversity and that they would challenge non-inclusive behaviour - 360 degree leadership appraisal (8 Votes) • • • •

• • • • • • • • • • •

3.2

We do not have a systematic way of collecting and analysing equality data on staff, service user and contractors. (7 Votes). We need ways of joining up action plans and sharing good practice across the organisation – A learning organisation. (7 Votes) We need to build a recognition of respectful behaviour into recruitment and making best use of existing capabilities in the staff. (3 Votes) Flexible working (e.g) policies are differently implemented in different areas/departments/subsections – unless explained, could lead to perception of inconsistency/unfairness (3 Votes) The organisation at all levels does not reflect the diversity of the community. (2 Votes) The good practice and innovation developed e.g. service contracts is not shared enough (2 Votes) We need ways of ensuring that the training results in diversity friendly behaviour by evaluating it. (1 Vote) Stronger leadership visibility of diversity and what it means in strategic plans and frameworks. (1 Vote) We need to consider our long term recruitment strategy in relation to diversity. (2Votes) Develop shared learning of how to include diversity effectively in business plans and how to follow up and monitor this. (2 Votes) We do not always have material that is accessible to those who are not confortable with written format (2 Votes) We could learn from the third sector organisations about how they communicate with more people more effectively (1 Vote) We need to develop creative ways of demonstrating that we have listened to stakeholders and this has resulted in service improvements (audit trail). (1 Vote) We need to make more use of what we learn from exit interview/questionnaires etc. (2 Votes) We do not ‘blow our trumpet’ about how the community regard us – this is mostly word of mouth (1 Vote)

Agreements on the follow-up

As a follow-up, it was agreed that the consideration would be given as to how the priorities listed above could inform the development of the organisations Diversity Action Plan. The organisation would consider how, where and when Fair Play Partnership CIC could support both the development of Kirklees PCT Action Plan and the implementation of future actions, within the scope of the Diversity Champions Project

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http://www.kirklees.nhs.uk/fileadmin/documents/publications/Equality_and_Diversity_scheme/Driver_Rep  

http://www.kirklees.nhs.uk/fileadmin/documents/publications/Equality_and_Diversity_scheme/Driver_Report_final_version_14.1.09.pdf

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