6. Does the activity have a potentially adverse impact on equality groups, in terms of employment issues and/or service delivery for students and/or staff? In the table below, please give evidence to support your yes or no answers. If the answer is not known, indicate how you will source evidence. Meeting the public sector equality duty Please also use the table below to demonstrate whether the activity has the potential to eliminate unlawful discrimination, advance equality of opportunity and foster good relations. Potential impact / issues (both positive and negative) Mitigating actions or actions to further enhance positive impact Timing and progress Actions (initials) All equality groups Perceived differential treatment for equality groups in performance management processes due to possible unconscious bias of reviewer. There may be a lack of high performing role models for all equality groups. Managers may give watered down feedback to equalities groups to avoid accusations of harassment etc. This means these individuals get less constructive feedback and consequently fewer chances to develop. 360 feedback (for senior and some middle managers) to identify any issues relating to inclusivity. Communication to staff of expectations. All managers to receive E&D training which includes unconscious bias. Women and men More women work part-time (70% of part-time staff are female: 2014 Staffing Compendium) which impacts on their ability to attend development activities/team meetings. Similarly, the introduction of shared parental leave may impact men being able to attend development activities/team meetings. More women likely to undertake role of carer which may impact on their attendance at work. Consideration can be given to arranging events on different days of the week. Need to look at providing flexibility in planning development events – selection of days/dates available and timing of events. Giving people enough notice to make alternative caring arrangements.
Women working in male dominated areas (eg technical, senior management) have lack of role models and potential reduced aspiration to develop/progress their careers. Similarly men may work in female dominated area (eg HR). Women may feel pressure to perform – not feeling able to take time off for caring/maternity leave (only 1 senior manager taken maternity leave in last 3 years: 2014 Staffing Compendium). Communication to staff of high achievers – from outside the organisation, if necessary. Trans people Trans staff may or may not be out at work. May not wish to draw attention to their status through discussions with managers. Managers may feel uncomfortable in communications which could impact discussions. Time taken off for treatment will result in fewer working days to complete workload; possibly with no knowledge of reason for absence. This may impact on performance. All managers to receive E&D training. Black and minority ethnic groups Possible misunderstandings in communications around performance. Cultural differences may cause confusion/offence Often constructive/ honest feedback not received because some feedback providers fear being labelled racist etc; which does not help staff to develop. (Staff feedback received at Equality Engagement Event 10 June 2015). BME staff feel they need to overcompensate by agreeing to higher performance targets May not wish to draw attention to their status through discussions with managers. Managers may feel uncomfortable in communications which could impact discussions Clear processes and communications. Training for managers to include awareness of this issue. Training for managers to include awareness of this issue. All managers to receive E&D training
Disabled people Adjustments needed to processes (eg PDR meetings – support worker, technology). Access to resources. Staff with mental health issues may not be able to recognise their performance issue/behaviour. If not disclosed, managers unable to make adjustments and could lead to performance issues. Staff feel they have to overcompensate by agreeing to higher performance targets. Disability leave = less days to work which may impact on performance. May not wish to draw attention to their status through discussions with managers. Managers may feel uncomfortable in communications which could impact discussions PDR process to include exploration of whether staff experience any barriers that may prevent them from fulfilling the job requirements and/or realising their potential e.g. issues relating to disability, the provision of equipment, and the working environment. This should also be explored in a less formal meeting. Managers to be referred to mental health guidance on holding meetings. General communication to all staff to encourage disclosure and outline support. Training for managers to include awareness of this issue. All managers to receive E&D training Younger or older people Percentage of workforce aged 65+ expected to increase (risen from 2.0% in 2012 to 2.7% in 2014. Remains at 2.7% in 2016: 2014/16 Staffing Compendium). Possible increase in performance issues with older staff due to health conditions. Perception that older staff may be “coasting” and managers may not give objectives or opportunities for training. Older staff feel learning and development opportunities are helping them to do their job and develop themselves less than younger staff (2014 Staff survey). Younger staff are more engaged than older staff (2014 Staff survey) Younger – need opportunities to develop. Concern if not given All managers to receive E&D training PDR process to include exploration of career aspiration/plan. Different training approaches/methods offered to different recognise learning styles
Equality analysis - action plan Appendix 1 Name of activity: Performance 2020: Maximising performance project Plan completed by: Pam Fitzsimmons Service / faculty: Human Resources Issues Actions required Responsible Person Resources required Target date Success Indicators What progress has been made? required Updated staffing data when available from the Staffing Compendium 2015 Pam Fitzsimmons None May 2016 Amended in EA as appropriate Consultation Consultation with staff networks on EA EEE event Staff Voice Group Vicky Swinerd Pam Fitzsimmons 2015 March 2016 Written feedback on new PDR process received Monitoring and review arrangements Reviewed as part of Strategic Board monitoring Pam Fitzsimmons None ongoing Publication Other actions E&D training for managers to be arranged Pam Fitzsimmons Budget for external trainer Starts April 2016 Attendance at workshop and positive feedback from Identified trainer, initial discussion about content of workshop, costs