Workforce Race Equality Standard (WRES) Action Plan guidance

This guidance aims to give you an understanding of the Social Care Workforce Race Equality Standard (SCWRES or WRES). In January 2021, Norfolk County Council (NCC) joined a pilot of the initiative, alongside other local authorities, which has been led by the Department of Health and Social Care.

The action plan arising from this work is being delivered to ensure colleagues from a minority ethnic background have equal access to career opportunities and receive fair treatment in the workplace. It is focused on colleagues in the social care sector, working in Adult Social Services and Children's Services.

The main purpose of the WRES is:

• To help social care organisations review their data against the nine metrics
• To produce action plans to close the gaps in workplace experience between white and employees from a minority ethnic background
• To improve representation of employees from a minority ethnic background at the senior level of the organisation

See our WRES Action Plan 2022-23 (PDF) [220KB]

Commissioned by the Office of the Chief Social Worker for Adults, the design and development of the WRES is underpinned by engagement with and contributions from organisations across the sector.

The WRES builds on substantive work undertaken from 2015 to implement an NHS WRES. Sustained successful improvement in workforce race equality is about developing cultures to achieve an anti-racist organisation for the benefit of all staff and people who use social care and communities.

The WRES creates the platform and direction to encourage and enable NCC to:

• Compare not only the progress in reducing gaps in the treatment and experiences of employees over time, but to make comparisons with similar types of organisations
• Discuss with local staff organisations, and with Advisory and Employee Networks for employees from a minority ethnic background, their understanding of the drivers behind each of the WRES metrics - and develop robust action plans that strive towards continuous improvement
• Achieve meaningful and sustainable organisational change in the treatment of employees from minority ethnic backgrounds and people who use social care
• Improve equity of opportunity for career progression for staff from marginalised communities
• Empower staff to speak out and take positive action against workplace discrimination
• Facilitate accountability, openness, and trust across the social care workforce by publishing data annually

Definitions of ethnicity: people covered by the WRES.

The WRES uses the term minority ethnic because of its utility in surveying public-policy outcomes. However, we acknowledge the well-documented concerns that some ways of categorising ethnicity have not reflected how people recognise themselves and their self-identity. The definitions of ethnicity we are using are based on the Census 2011 harmonised ethnicity classification. We are referring to non-white staff groups (Categories D-R in the census).

See the Glossary for definitions of other terms used in this document and the action plan.

The WRES takes both an evidence and relational approach and proposes that organisations need to undertake action at multiple levels focusing on five key interrelated areas:

1. Metrics
2. A convincing narrative or business case
3. Proactive leadership that models behaviours and values
4. Accountability and transparency
5. Voice of minority ethnic staff

The WRES seeks to tackle one particular aspect of equality - the consistently less favourable treatment of the minority ethnic workforce drawing on research, on both the scale and persistence of such disadvantages, and the evidence of the close links between discrimination against staff and care outcomes. We embrace the significance of racial equity, considering the reality that not everyone is starting from the same place, and that therefore the solutions are not the same for all.

The data and analyses for the WRES indicators support the implementation of our Public Sector Equality Duties. This states that local authorities must demonstrate 'due regard' to:

• Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Equalities Act
• Advance equality of opportunity between people who share a protected characteristic and those who do not
• Foster good relations between people who share a protected characteristic and those who do not

The WRES will sit alongside other data gathering exercises, and we hope over time, we will be able to cross reference and draw out themes:

• The Adult Social Care Workforce Data Set (ASC-WDS) is an online data collection and the leading source of workforce information for the adult social care sector in England. The ASC-WDS replaced the National Minimum Data Set for Social Care (NMDS-SC) in August 2019.
• The Children's Social Work workforce census is an annual statutory data return for all local authorities in England.
• Our HR system collects ethnicity data for employees who declare it. This is then inputted into our Workforce Equalities Dashboard.
• Our annual 'Our voice, Our Council' staff survey has been running since 2019.

Here is information on the confidentiality and data sharing commitment from the Department of Health and Social Care regarding the WRES:

• All data collected will be used to support the shaping of the WRES.
• All data collected and shared will be treated in line with the code of practice and data governance guidelines.
• The information collected is used only for the purpose it was intended for. Responses are to be treated in confidence and not shared with any unagreed third party.
• Any reports published using this information will be based on aggregated data only and will not contain any identifying information concerning individuals.
• The data collection is in compliance with the General Data Protection Regulation (GDPR) Act, as no personal or individually identifiable data will be collected nor shared with third parties.
• Data protection guidelines and rules on GDPR will be fully adhered to. No personal data will have been provided and the data will not be attributable to NCC.
• The data provided will be shared with analysts from Skills for Care, What Works for Childrens social care, the Department of Education and Department of Health and Social Care.

The WRES is an organisational rather than a professional framework and speaks to the wider workplace issues involved in becoming an anti-racist organisation. However, these speak to the concerns of professional ethics and values and so should help professions practice effectively. We hope that work to improve anti-racist practice in professions will unite with the aspirations of the WRES for inclusive cultures and fair treatment of all staff.

There are nine metrics (indicators) which provide a set of expectations for a core dataset for workforce race equality in social care and introduce scope for a more aligned approach across the health and social care workforce. They have been measured to provide a benchmark for 2021. As the WRES continues into a second year and beyond, it will become an annual return of data within two fixed dates.

Introducing the metrics

1. Percentage of colleagues from a minority ethnic background in each of the council pay bands compared with the percentage of colleagues in the rest of the workforce
2. Comparative rate of colleagues from a minority ethnic background being appointed from shortlisting
3. Comparative rate of colleagues from a minority ethnic background entering the formal disciplinary process
4. Comparative rate of colleagues from a minority ethnic background entering the fitness-to-practice process
5. Comparative rate of colleagues from a minority ethnic background accessing funded non-mandatory Continuous Professional Development (CPD) as compared to white colleagues
6. Percentage of colleagues from a minority ethnic background experiencing harassment, bullying or abuse from people who use social care, their relatives, or the public in last 12 months
7. Percentage of colleagues from a minority ethnic background experiencing harassment, bullying or abuse in the last 12 months from: a) colleagues b) managers
8. Comparative rate of colleagues from a minority ethnic background leaving the organisation during the last year
9. Percentage difference between organisations' senior management membership and its overall workforce and population

Metric 1

Gives an ethnicity breakdown of the workforce at different levels. It shows how diverse our senior leadership is and provides important context for Metric 2. Increasingly, we need to be assured that the composition of leadership not only includes the best range of talent, skillsets, and experience available to us, but that it also broadly reflects the diversity of the workforce and the communities that organisations serve.

Metric 2

Analysis of data on appointment from shortlisting. Transparency is a vital first step towards harnessing the power of a diverse workforce at all levels, including removing barriers to recruitment and progression along the workforce pipeline for all ethnic groups.

Metric 3

There are clear indications that in the public sector, disproportionate numbers of employees from a minority ethnic background enter the formal disciplinary process. Research suggests that this is because some managers are reluctant to have the same informal discussions about apparent "poor" behaviour, conduct or practice that they would normally have with white colleagues. This metric forms a point for reflection on the whole picture that led up to and follows decisions. This data should be considered alongside that for Metric 4.

Metric 4

This metric concerns data held by employers on decisions to begin a fitness-to-practice investigation from a referral that has been made to the relevant professional regulator.

Metric 5

'Stretch opportunities' (acting up, secondments, involvement in project teams) and continuing professional development (CPD) are some of the most important contributors to career progression, but these are often accessed informally. This metric is supporting a more transparent and reflective approach to how such opportunities are made available to staff. Data availability is an issue in this area and the expectation was that this year, this metric will be used more as a proxy measure.

Metrics 6 and 7

Collection of data on staff experience of discrimination in its diversity of forms. Experience in the NHS indicates how prevalent such behaviours are, and how racism is reflected in a wide spread of behaviours and expressed in overt and subtle forms. We know that it is common for staff to not report either their own experiences or those they witness to their employers. There are different reasons why discriminatory behaviour may not be reported, such as not feeling anything will be done, fear of retaliation, or harm to career and shame or trauma about retelling.

Metric 8

Employee turnover is a measurement of how many employees are leaving an organisation. Employees can leave for a variety of reasons, both voluntary and involuntary and not all turnover is unwanted. Measuring diversity turnover is essential to achieve diversity at senior levels. Employees from a minority ethnic background will not benefit from opportunities for promotion if they leave before this, for instance in the early stages of careers. Alongside this metric, retention strategies will be considered and how well these acknowledge diverse employee's needs.

Metric 9

This provides a further scrutiny of how far the senior team reflects the workforce it supports and links with Metric 1. It will be used to explore what cultures at senior levels promote the aspiration of all staff.

Our senior sponsors and leadership play a full part in signing-off the WRES data and agreeing the associated action plans. Senior leaders have shown ownership of the work and have delegated to the appropriate staff to address any issues that arise and implement the changes.

NCC's WRES Action Plan 2022-23 will be monitored, reviewed, and evaluated following engagement and consultation with:

• The WRES Project Group, which includes the Executive Directors of the Adult Social Services Department (ASSD) and Children's Services (CS), as well as leads across both services, HR, and the Equalities Team.
• NCC's Member led Equality, Diversity and Inclusion (EDI) Performance Board, on which sit the Director of Children's Social Care, the Director of Community Social Work in ASSD and the Director for People in HR.
• Employee and Advisory Networks which include colleagues from the Black and Asian Employee Network, the International Employee Network, and the Racial Equality Advisory Network.

Principles of NCC's WRES Action Plan 2022-23:

• It has been codesigned with staff to ensure any concerns are reflected.
• It aims to identify overarching objectives based on the data returns, which are spotlighted within the plan to show areas in need of priority action. The plan also includes other important areas of action which are being taken, beyond the nine metrics.
• Where possible, evidence-based interventions will be used.
• Data is shared in a way which disaggregates Children's and Adults Social Care workforce results, where doing so best informs the related action.
• Some actions address problems/deficit areas, while others build on the positive practice areas that have been identified.
• The plan has been signed off by our senior sponsors.

The action plan will run between May 2022 to May 2023. The WRES Project Group, the Advisory and Employee Networks and other colleagues will be consulted, where appropriate, in completing the actions. The plan will be reported on every 3 months and there will continue to be regular communication with all colleagues, including sharing key findings from the analysis and action plan.

The action plan demonstrates our commitment to making progress towards better outcomes for all staff and focusing on areas that the data reveals a need for concentration on. Through publishing the action plan on the NCC website, we have committed to following through on actions and being held accountable by staff.

Anti-racism is an active commitment to working against racial injustice and discrimination. An anti-racist is different from a non-racist due to the active nature of the position. To be anti-racist is to be an active part of the solution, whereas a non-racist is a bystander of the problem.

Bullying is 'offensive, intimidating, malicious or insulting behaviour, an abuse or misuse of power through means that undermine, humiliate, denigrate or injure the recipient' (ACAS, 2014).

Diversity refers to demographic differences of a group - often at team or organisational level. Often, diversity references protected characteristics in UK law: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation.

Equality refers to equal rights and opportunities that are afforded to all. The 2010 Equality Act in the UK protects those with protected characteristics from direct and indirect discrimination in the workplace.

Equity recognises that treating everyone equally has shortcomings when the playing field is not level. An equity approach emphasises that everyone should not be treated the same, but according to their own needs.

Fitness-to-practice means that someone has the skills, knowledge, character, and health to practice their profession safely and effectively without restriction. Fitness-to-practice is not just about professional performance. It also includes acts by a social worker, which may damage public confidence in the profession.

Inclusion is often defined as the extent to which everyone at work, regardless of their background, identity, or circumstance, feels valued, accepted, and supported to succeed at work. Inclusion involves the integration of different ideas, perspectives, experience, expertise, and backgrounds accompanying a diverse workforce in work practices and decision-making. Inclusive leadership refers to the leadership capabilities required to foster diversity and inclusion.

Intranet means a private and secure network that can only be accessed by a company's employees.

Metrics are quantifiable measures used to track organisational processes to judge the performance level of an organisation.

Positive action is the steps that an employer can take to encourage people from groups with different needs or with a past track record of disadvantage or low participation to apply for jobs. An employer can use positive action where they reasonably think (in other words, on the basis of some evidence) that: people who share a protected characteristic suffer a disadvantage connected to that characteristic; people who share a protected characteristic have needs that are different from the needs of people who do not share it, or participation in an activity by people who share a protected characteristic is disproportionately low.

Racism is when a person is treated worse, excluded, disadvantaged, harassed, bullied, humiliated, or degraded because of their 'race' or ethnicity. Racism can be an action by an individual or a culture of a workplace: 'normal' behaviour that underpins everyday practices. It can be a one-off action, or subtle everyday behaviours that can add up to negatively affect a person (known as micro-aggressions). Racism can also be the deliberate or accidental outcome of an organisation's policy or practice. It can be seen in processes, attitudes, and behaviour, which amount to discrimination through unwitting prejudice, ignorance, and thoughtlessness.