Workforce Race Equality Standard (WRES) Action Plan guidance

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.