WRES 2024-2025 action plan
EEAST's Workforce Race Equality Standard (WRES) action plan for 2024-2025.
| Indicator | Objective | Action | Delivery Date | Leads | Inclusivity Plan priority area |
|---|---|---|---|---|---|
| 1 | Percentage of staff in each of the AfC bands & VSM (including executives) compared with the % of staff in the total workforce. | EEAST will continue to monitor this objective and report quarterly at the People Committee. | N/A | N/A | Attract and retain an inclusive workforce |
| 2 | Relative likelihood of white applicants being appointed from shortlisting compared to BME applicants. | Ensure that where possible, recruitment panels are diverse including the use of Cultural Inclusion Agents (CIA) BME Baseline – 5.53% increase to 7% Year 1 | 31/03/2025 | Head of Culture and Inclusivity & Head of Resourcing & Shared Services | Attract and retain an inclusive workforce |
| Recommend that inclusive recruitment training is delivered to recruitment panel members to enhance their skills in unbiased recruitment practices BME Baseline – 5.53% increase to 7% Year 1 | 31/03/2025 | Head of Talent management & Succession Planning | |||
| Complete Equality review of recruitment and progression processes and policies to identify potential issue areas and target actions in response to these. | 31/12/2024 | Head of Culture and Inclusivity | Attract and retain an inclusive workforce | ||
| 3 | Relative likelihood of BME staff entering the formal disciplinary process compared to white staff. | Complete Equality review of Employee Relations processes and policies to identify areas of improvement to increase retention of our people from under-represented groups. | 31/12/2024 | Head of Culture and Inclusivity & Head of HR | To ensure our policies, processes and practices are fair and consistent |
| Ensure that where possible, disciplinary and capability panels are diverse including the use of Cultural Inclusion Agents (CIA) to enhance diversity and inclusivity in the Trust’s employee relations process. | 31/03/2025 | Head of Culture and Inclusivity & Head of HR | To ensure our policies, processes and practices are fair and consistent | ||
| The completion rate of the EDI module in the Leadership Development Framework by managers is monitored, and any issues with completion rates are responded to with appropriate action. Year 1 target – 226 managers attend | 31/03/2025 | Head of Talent management & Succession Planning | To enable and empower our people by equipping everyone to be inclusive leaders | ||
| 4 | Relative likelihood of white staff accessing non mandatory training and CPD compared to BME staff. | The completion rate of the EDI module in the Leadership Development Framework by managers is monitored, and any issues with completion rates are responded to with appropriate action. Year 1 target – 226 managers attend | 31/03/2025 | Head of Talent management & Succession Planning | To enable and empower our people by equipping everyone to be inclusive leaders |
| Make available and promote career support, including career coaching, pathways, and development programmes, to staff from under-represented groups, via the EDI networks. Baseline – 45% increase to 55% in Year 1 | 31/03/2025 | Head of Talent management & Succession Planning | |||
| 5 | Percentage of BME staff experiencing harassment, bullying or abuse from patients/service users, their relatives, or members of the public in the last 12 months. | EEAST will continue to monitor this objective and report quarterly at the People Committee. | N/A | N/A | To enable and empower our people by equipping everyone to be inclusive leaders |
| 6 | Percentage of BME staff experiencing harassment, bullying or abuse from staff in the last 12 months. | Explore the opportunity of Allyship and Positive Bystander training to staff to foster a more supportive and inclusive workplace environment. Reduce by 6% in Year 1 | 31/03/2025 | Head of Culture and Inclusivity | To enable and empower our people by equipping everyone to be inclusive leaders |
| The completion rate of the EDI module in the Leadership Development Framework by managers is monitored, and any issues with completion rates are responded to with appropriate action. Year 1 target – 226 managers attend | 31/03/2025 | Head of Talent management & Succession Planning | To enable and empower our people by equipping everyone to be inclusive leaders | ||
| 7 | Percentage of BME staff believing that Trust provides equal opportunities for career progression or promotion. | EEAST will continue to monitor this objective and report quarterly at the People Committee. | N/A | N/A | To enable and empower our people by equipping everyone to be inclusive leaders |
| 8 | Percentage of BME staff experiencing discrimination at work from either Manager or team in the last 12 months. | EEAST will continue to monitor this objective and report quarterly at the People Committee. | N/A | N/A | To enable and empower our people by equipping everyone to be inclusive leaders |
| 9a | Percentage difference between the organisations’ Board membership and its overall workforce disaggregated by A) voting members of the Board; and B) non-voting members of the Board. | EEAST will continue to monitor this objective and report quarterly at the People Committee. | N/A | N/A | Attract and retain and inclusive workforce |
