Our Commitment
Yeovil District Hospital is committed to ensuring that all our staff are free from discrimination, feel equally supported in achieving their career aspirations and express a high level of job satisfaction.
Our objectives for attracting, developing and retaining a diverse workforce is to promote an inclusive environment where individuals are able to be their authentic selves. We believe this is achieved by nurturing positive culture changes throughout the organisation.
We strive to be an outstanding care provider and recognise the clear links between the satisfaction levels of our people and the quality of care they provide.
The Equality Act and Protected Characteristics
- Age
- Sex
- Sexual Orientation
- Gender reassignment
- Ethnicity
- Religion and belief
- Pregnancy and Maternity
- Marriage and civil partnership
- Disability
Additional Trust groups
- Military Groups
- Project Search
What is the Workforce Disability Equality Standard?
The Workforce Disability Equality standard (WDES) is a set of standards which came into force in 2019 which enables NHS organisations to compare the experiences of disabled and non-disabled staff. The information and data is then used to establish a local action plan, and enable progress against the indicators to promote disability equity. You will find the metrics below and YDH responses to each.
About the Trust
At the time of this report we employed 2270 staff, of which 1,829 (84.7%) had shared whether they are or are not disabled. For those who chose to share, YDH is able to report that 2.5% (55) are disabled and 82% (1774) are non-disabled. A total of 15% (330) have not shared their personal identifying information, preferring to indicate “unknown/ null”. This reflects an improvement since the rates reported in 2018-19 (2.3% disabled and 82.7% not disabled).
Staff have access to self-service on ESR and are encouraged to update their personal data. We prompt staff to update their information as their circumstance change over the 12 month period, in respect to their workplace or roles. These changes may benefit from reasonable adjustments so by encouraging staff to update on ESR, we feel it builds staffs confidence when needing to discuss their needs with their Managers/Leads.
In addition all staff are encouraged to update their details during Induction, Transition and Mandatory training EDI discussions. It is recognised that some individuals with a disability may not consider themselves disabled, but rather “differently enabled”. Discussions are ongoing on the preferred terminology within the hospital systems.
YDH supports a staff led Diversity network which offers intersectional support, guidance and connections for disabled staff as well and allies. Our Woman’s and Ethnic Minority network also works in collaboration with this network as well as our community based Inclusion partners and other Trust networks. The purpose of these networks is to give staff the platform to raise their voices, share lived experiences, connect and challenge the status quo.
Throughout this report we will be referring to certain metrics, which relate to the NHS Staff survey. Due to the anonymity of the staff survey, it is often difficult to correlate between formal reports (e.g. incident reports) and anonymised staff survey responses. The data extracted from the staff survey is therefore not comparable; nor is it up to date. The survey questions do not ask participants to elaborate on or explain the reason for their response. Nor are participants asked if they have raised the issue through the Trust’s formal reporting processes.
Consideration is ongoing into whether specific personal data, such as disability, can be a mandatory requirement on all formal incident reports as this may help to correlate the anonymised staff survey data with local formal data. However, there is concern that requesting such data may discourage the completion of incident reports.
Please note in all graphs, Yeovil District hospital data is presented in figures and are stated as percentages (%)
WDES Indicators
Metric 1 Percentage of staff in AfC pay bands or medical and dental subgroups and very senior managers (incl. Executive Board members) compared with the percentage of staff in the overall workforce (ESR data)
We are able to draw data from ESR to establish where we have disabled and non-disabled staff across Clinical and non-clinical staff. As previously mentioned we are reliant on staff sharing their protected charactersitic either at appointment through the recruiitment stage or by using the self service options on ESR.
Metric 2: Relative likelihood of Disabled staff compared to non-disabled staff being appointed from shortlisting across all posts (external and internal posts). (ESR Data)
Yeovil hospital is a Disability Confident Employer (Level 2). Being a Disability Confident employer is important to us as it not only shows that we are committed to encouraging our staff to think differently about disability but to take action when planning and considering transformational changes in recruitment, training and development of our disabled staff. We strive to become a Disability Confident Leader (Level 3) within the next 12 months by ensuring we are at the forefront of overhauling recruitment practices.
We are proud members of the Step into health and Veterans Covenant Health Alliance, and have been awarded the Veteran Covenant Silver award for the work we do with and in collaboration with veterans. This work includes a guaranteed interview scheme where we offer applicants the opportunity to state they are a veteran. If they meet the criteria of the role applied for they would automatically be put through to interview.
The trust has been an NHS Employer’s Equality & Inclusion partner since 2018 and are now an Alumni member Trust. We are also part of the NHS Employers Disability Forum, attending regional and National meetings to ensure we are compliant and up to date with current initiatives and incentives that may have a bearing on disabled staff. We work in liaison with regional public and private sector colleagues to support development of a Somerset-wide Disability Forum, in addition to/ or as an alternative to a local Disability Network.
YDH have engaged with Job centre Plus (JCP) when advertising vacancies, and to attend JCP open days to promote YDH as an employer of choice. Through Covid we have maintained contact with JCP. We continue to link in with Proud to Care, a government funded body in social care as they launch their programme to attract people in the caring profession.
We have implemented an Inclusion Commitment Statement which is visible to all applicants, internally or externally, and is promoted via several forms of communication, including email signatures, training confirmation, job adverts and the Hospital website. We know that applicants feel a sense of belonging when they are able to see an organisation is committed and considerate to reasonable adjustments from the very beginning of the recruitment journey, so this is an important step in recruiting more disabled people to YDH.
The Equality, Diversity & Inclusion Lead (EDI Lead) is involved in The Somerset Equality Officers Group (SEOG), led by the Council, and is made up of County and District Councils, Somerset Clinical Commissioning Group, Taunton Musgrove, Somerset Partnership and Devon and Somerset Fire and Rescue. Meeting up quarterly to work towards a single equality policy and equality impact assessment process ensuring consistency for both workforce and the public accessing healthcare services.
Metric 3: Relative likelihood of Disabled staff compared to non-disabled staff entering the formal capability process, as measured by entry into the formal capability procedure. (ESR Data)
We are confident that employees with and without disability are not treated differently, our data shows a significant drop in the percentage of staff experiencing harassment, bullying or abuse from patients/relatives or the public as well as from colleagues.
Staff are encouraged to use the formal incident reporting procedure in all instances where they feel negative action or behaviour has been present. The use of the Trust’s EDI Lead, Freedom to Speak up Guardians, Ethnic minority and Diversity Networks are also encouraged if individuals do not wish to make a report. The EDI Lead works collaboratively with Human Resources & the Academy to support staff’s needs, and queries in relation to Reasonable Adjustments and guidance.
We have made changes to the disciplinary processes encompassing a Just Culture ethos. This approach includes a risk assessment which challenges decision making and ensures processes are appropriate. This system of evaluation ensures that a neutral party is involved to ensure that any allegation made against an individual is fair and equitable before any change to duties is enforced. All investigation/ disciplinary interviews are recorded and a summary reflection compiled.
A Management Induction programme has been developed for those new in post, or existing managers who require additional support, includes how to support staff, e.g. reasonable adjustments, sickness absence etc. This programme is essential for new managers, in particular, as we recognise that the step from staff member to leader can be daunting. This is an additional opportunity for the new manager to be supported should they have a disability or to help educate them on reasonable adjustment and the benefits they can have for the staff member and the team dynamic.
Metric 4:
- Percentage of Disabled staff compared to non-disabled staff experiencing harassment, bullying or abuse from Patients/service users, their relatives or other members of the public; Managers and/ or Other colleagues
We have seen a significant drop in numbers (percentages) of staff reporting via the staff survey that they have experiences bullying, harassments and /or abuse from patients or service users from 2019-2020 report. We believe this positive change is due to the mindful zero tolerance approach we take in terms of staff welfare.
Staff are encouraged to use the formal incident reporting procedure in all instances where they feel such negative action or behaviour has been present. The use of the Trust’s EDI Lead, Freedom to Speak up Guardians and Staff Networks are also encouraged if individuals do not wish to make a report. The EDI lead take an active role in reviewing relevant incident reports which relate to harassment, bullying and abuse. The EDI lead is available to act as a representative should staff or manager require additional guidance/support related to reasonable adjustments or when capability processes are a consideration.
Conflict Resolution training is arranged and delivered for staff where specific difficulties/ incidents regarding abuse from patients or visitors is raised.
A Management Induction programme for those new in post, or existing managers who require additional support, includes how to support staff, e.g. unconscious bias, difficult conversations etc
- Percentage of Disabled staff compared to non-disabled staff saying that the last time they experienced harassment, bullying or abuse at work, they or a colleague reported it. The data for this Metric should be a snapshot as at 31 March 2020 (Staff survey 2019)
Again we have seen a drop in the numbers of staff reporting bullying, harassment and abuse from colleagues. We believe this is due to the concerted effort to instil respect, belonging and civility as well as a strong EDI focus on national /regional awareness days, such as National Disability month and Neurodiversity day
We have added additional elements of understanding to the Staff Induction session as well as other educational opportunities identified by the Education team. We are now able to influence change by adding an EDI to the lesson plans for HCA, Care Certificate and Follow up Transition workshop sessions. These session now include unconscious bias, neurodiversity and intersectionality.
The trust has future plans to develop a neurodiverse training package as well as an Unconscious bias programme for staff and leaders.
Metric 5: Percentage of Disabled staff compared to non-disabled staff believing that the trusts provides equal opportunities for career progression or promotion. (Staff survey 2019)
Career progression is available to all staff and discussions are ongoing between the Academy, HR and the Staff Networks to explore the implementation of formal career pathways for all staff. Reasonable adjustments and Critical thinking is taken when staff attend training delivered or implemented by recently appointed Leadership & Development Specialist (August 21)
If an individual is unable to carry out their role due to a change in their ability, the Academy supports them to identify suitable/ relevant courses/ re-training opportunities if desired.
All external training funded by the trust and attended by staff are added to ESR records by the Academy, so the funding application does not need to request self-disclosure of disability. This allows staff the confidence that they are able to access training without the fear of stigma, however we do encourage staff to share their disability as it allows us to discuss reasonable adjustments.
The Leadership Development specialist will have a focus on supporting Leadership development for B5-7 within the nursing workforce. These individuals will collaborate with the EDI lead to support reasonable adjustments and establish supportive accessibility and learning opportunities for those with specific needs.
Metric 6: Percentage of Disabled staff compared to non-disabled staff saying that they have felt pressure from their manager to come to work, despite not feeling well enough to perform their duties. (Staff survey 2019)
We can see a significant reduction in the percentage of disabled and non-disabled staff that feel they are pressured to come to work by their manager, despite feeling well. We feel that evens within the last 18 months throughout the pandemic, this data shows how the efforts to meet the wellbeing needs of our staff has been successful. YDH provides a varied Health & Wellbeing programme for all staff, as well as the EDI Lead, Freedom to Speak up Guardians and Staff Networks if individuals wish to raise concerns. Health & Wellbeing launched a Pulse survey which helps identify areas of concern and opportunities for individual support or guidance. This incorporates the People plan questions and is mindful of cultural and ethnic concerns.
We have a representative Health and Wellbeing plan which targets and supports all staff and particular focusses on employees with a disability. These include:
- Rapid access to our outpatient physiotherapy services.
- Provision of mental health first aiders with the addition of Wellbeing Champions and REACT90 Champions
- Increased provisions for workplace assessments supporting staff to self-Risk assess and request appropriate equipment to allow them to work from home, in response to Covid-19 isolation needs.
Metric 7: Percentage of Disabled staff compared to non-disabled staff saying that they are satisfied with the extent to which their organisation values their work. (Staff survey 2019)
The YDH Local ED&I induction post recruitment process is being explored to identify the needs of staff and respond to any beneficial adjustments early. The Diversity network offers disabled staff a platform to connect with others with shared characteristics and lived experiences as well as a platform to raise awareness and concerns in terms of discrimination
The staff survey shows that 46.9% with a long term illness compared to 59.0% Staff with no long term illness feel valued at YDH and whilst there is a disparity the data shows a significant positive response in relation to the national average of 37.4 for those with a long term illness and 49.3% of those without an long term illness.
Metric 8: Percentage of Disabled staff saying that their employer has made adequate adjustment(s) to enable them to carry out their work. (Staff survey 2019)
Staff have reported a positive move in terms of reasonable adjustments being offered and put in place for staff with a long term illness. The EDI lead has been working with other department to support proactive changes to process and the implementation of new processes established by departments within the Trust and community
We have a flag system in place on TRAC Jobs if the applicant has indicated that they are or have been armed services personnel. This is visible at shortlisting and works in the same way as the ‘two ticks’ GIScheme if essential criteria are met.
Reasonable adjustments are included within the Disability in the Workplace section of our HR Policy Manual. Staff are able to access this by visiting the Trust internal intranet or by contacting the HR helpdesk,
A separate element of the policy outlined all elements of reasonable adjustments agreed, allowing all involved to fully understand those in place and when they are to be reviewed.
Wellbeing conversations has been introduced to support staff at annual appraisals. These conversations will be supportive of Risk Assessments and the Reasonable Adjustment passport which are also being reviewed and updated to be responsive to the National movement towards a flexible passport which can follow staff should they move between trusts. The annual appraisal are also a time to discuss staffs career aspirations and opportunities. This will be ongoing, as this is dependent upon increased self-disclosure by staff.
A health declaration has been added to the suite of resources for overseas staff to ensure the Trust has the appropriate reasonable adjustments in place upon their arrival.
We are developing Specific Reasonable Adjustments guidelines which will be published in addition to the current resources, to ensure we are responsive to the accessibility needs of staff and managers.
We have recently identified a lift area on Level 2 which would benefit from additional attention to improve staff or visitors accessibility to the Management suite. We plan to make a series of small changes which will improve the experience of staff and visitors who may have a physical impairment and wish to use this particular lift.
It is important that we continue embrace the differing needs of our staff and welcome innovative ways to meet their needs to ensure there is minimal impact on their working environments and wellbeing.
Metric 9:
- The staff engagement score for Disabled staff, compared to non-disabled staff and the overall engagement score for the organisation.
- Has your Trust taken action to facilitate the voices of Disabled staff in your organisation to be heard?
Local ED&I Induction post-recruitment is being explored to identify staff needs and adjustments early, ensuring that any such requirements are met quickly.
We have a significant Health and Wellbeing plan which targets and supports all staff and particular focusses on employees with a disability. These include:
- Rapid access to our outpatient physiotherapy services.
- Provision of mental health first aiders with the addition of Wellbeing Champions and REACT90 Champions
- Increased provisions for workplace assessments supporting staff to self-Risk assess and request appropriate equipment to allow them to work from home, in response to Covid-19 isolation needs.
The Diversity network offers Disabled staff a platform to meet other staff with shared characteristics as well as the ability to review and question action & processes in place for those with a disability.
Metric 10: Percentage difference between the organisation’s Board voting membership and its organisation’s overall workforce, disaggregated by voting membership and executive voting membership.
Yeovil hospital continues to ensure compliance with the Equalities Act. We ensure that the recruitment and selection policies and processes offer fair and equitable practice for all applicants, especially those from a minority or under represented group including those with a visible or hidden disability. Those policies apply to staff who may become disabled during their employment and may require a provision of tailored measures to ensure that their needs are met.
Our statement of commitment encourages people with a disability to apply for roles within the hospital and to apply for training opportunities. This level of support is encouraged across the Bands and expertise including the Board members.
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