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Social Care Workplace Racial Equality Standards (WRES)
London Borough of Ïã¸ÛÈüÂí»á was selected as one of 18 local authorities in the UK to pilot the WorkplaceÌýRacial Equalities Standards methodology, which ensures that employees from black, asianÌýand minority ethnic (BAME) backgroundsÌýhave equal access to career opportunities and receive fair treatment in the workplace.
TheÌýcouncil's task was to look at workforce racial equality in Adults and Children’s Services against a set of 9 nationally determined measures - includingÌýleadership representation andÌýrecruitment – before working with staff to codesign an action plan to improveÌýperformance against these metrics.Ìý​
In January 2022, a group of frontline practitioners and managers from across Adult’s and Children’sÌýservicesÌýtook part in a series of workshops to review the data, share their livedÌýexperience and to suggest actions that will make a real difference to raceÌýequality in Barking & DagenhamÌýcouncil.Ìý​
​The workshops were designed to build on the ideas that had already been developed within Care & SupportÌýservices throughout 2021, includingÌýas part of the development of an anti-racism framework for social care.
The ideas that came out of these workshops were taken through aÌýrigorous development process,Ìýinvolving directors at the council along with experts in this area, to exploreÌýviability, feasibility, and connection to other areasÌýofÌýcouncil work.Ìý This process led to the development of a detailed action plan focusing on activities andÌýdeliverables.Ìý​ Four metrics wereÌýprioritisedÌýin the action plan including leadership, career progression and harassment, bullying and abuse experienced by staff.
The termÌýGlobal MajorityÌýis used throughout the action plan. This reflects feedback from the workshop participants, who preferred this term rather than BAME.
Metric one:ÌýLeadership
|
Workshop discussion theme |
Desired outcome |
Actions | Person responsible |
|---|---|---|---|
|
Visibility is everything Support to thrive Global Majority staff need extra |
Support internal (and where appropriate) external talent from the global majority group to achieve success at a leadership level. |
Develop and implement a talent management and success planning framework, including developing meaningful targets Review of existing policies (e.g. secondments, acting up etc.) and further embed to ensure full utilisation Learning and development to support inclusion training for all, especially those in a leadership position Broaden mentoring offer, within Ïã¸ÛÈüÂí»á and pan-London |
Acting Chief Executive & Director of Workforce Change Director of Workforce Change Director of Workforce Change Ìý Director of Workforce Change |
Metric two:ÌýCareer Progression
|
Workshop discussion theme |
Desired outcome |
Actions | Person responsible |
|---|---|---|---|
|
Nowhere to go Manager support Rewards and incentives |
Managers will be more confident regarding career conversations, employees take ownership for their careers. Fair and competitive approach to reward at a leadership level, with clear pathways to get there.Ìý Evidence-based approach to ensure people feel valued and engaged. |
Ensure all employees are able to play a part in having effective career conversations (and linked to performance management) Ìý Complete senior salary review corporate-wide to ensure rewarding fairly and competitively Ìý Provide clear pathways for people to work towards the next level – Social Care pathway and leadership pathway Ìý Ìý Reward and recognition in Social Care – conduct exercise (including benchmarking) to identify good principles and share/promote with Social Care managers |
Acting Chief Executive & Director of Workforce Change Ìý Ìý Ìý Acting Chief Executive & Director of Workforce Change Ìý Director of Workforce Change Ìý Strategic Director for Childrens and Adults, Operational Director for Children's Care and Support, Operational Director for Adult’s Care and Support |
Metric Three:ÌýHarassment, bullying or abuse – residents interacting with service, relatives or publicÌý
|
Workshop discussion theme |
Desired outcome |
ActionsÌý |
Person responsible |
|---|---|---|---|
|
Abuse is normalised Will something be done? Zero Tolerance |
All employees understand that we have a zero-tolerance stance against abuse from service users.Ìý There is a common understanding of what is not acceptable and there is support if they experience such negative behaviours. |
Involvement and sponsorship from Members Cross-service working party, with representatives from services that have most interaction with public (ComSol, Public Realm, My Place).ÌýÌý Working party to address:
Strong communications campaign |
Strategic Leadership Team and Cabinet Ìý Ìý |
Metric Four:ÌýHarassment, bullying or abuse – colleagues or line manager
|
Workshop discussion theme |
Desired outcome |
ActionsÌý |
Person responsible |
|---|---|---|---|
|
Trust in the system Trust in relationships Cultural sensitivity |
All employees know the channels for reporting incidents, how the policy supports them and that if they flag an issueÌýit will be followed up and dealt with by their line manager.Ìý There is an openness to learning how cultural differences can influence communication. |
Harassment and Abuse policy updated and fully implemented and embedded (including learning opportunities re: micro-aggressions). Communication and training plan to be included, and monitoring/review Ìý Managers held to account for their role in supporting via performance management Ìý Cultural awareness upskilling – including sensitivity to different communication style |
Director for Workforce Change Ìý Ìý Ìý Ìý Director for Workforce Change Ìý Ìý Director for Workforce Change |
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