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Training, training, training

The more I talk to people within trusts about their equality, diversity and inclusion strategies - the more I realise how many of them don't even have basic training in place around this area. And I don't just mean "unconscious bias" training or "diversity training". I mean training in some of the basic skills for managers which are so critical to making organisations tick - and which influence some key decisions in how organisations are run. Things like good quality interview skills training - which might include addressing things like unconscious bias and halo effects. And training for managers in managing diverse teams or having difficult conversations with staff. A lot of this type of training (from what I hear) seems to have gone by the wayside in recent years - and has (in my view) impacted upon the confidence (and competence) of managers to manage diversity on a day to day basis. Discuss.....

Adam DHSC 3 months ago

The idea has been progressed to the next milestone.

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Philippa Hunt 3 months ago

I would echo Paul's observation and go further to suggest that in my experience ALBs also (in some areas) have neglected the basics. There is a focus on process rather than substance and I have observed and commented on a lack of appreciation of diversity in its broadest sense.

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bex goodwin vickers 3 months ago

It isn't just training, its also experience! We need to ensure people from all different "isms" are getting the opportunity to experience healthcare and to see if the NHS is for them as well as existing staff then being able to understand an individual who happens to have a protected characteristic but still be able to value them as an individual which then also helps them with forming an opinion of a particular characteristic.
We have different networks at Leeds Teaching Hospitals that are starting to address this and think about champions who are able to identify as themselves more openly to highlight that the workforce is more diverse than people realise!
Its often about challenging the one off seemingly insignificant comments that can change the whole perspective of an organisation as a collective.

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Katie Lister 3 months ago

Definitely agree with what you say Paul: basic management skills are crucial for both new managers, current managers as a refresher and also managers who are new into the organisation. Often people are promoted into a management role and then just left to sink or swim with no general skills training, or join an organisation with no knowledge of how things work practically. I particularly agree with your comment that this stuff has gone by the wayside in recent years - when I started in the NHS 14 years ago it was routinely offered but in subsequent organisations the focus has been on leadership development - which of course is hugely important - to the detriment of general skills training such as budget management, practical application of workforce policies or interviewing skills.

Happily, here at Airedale FT our organisational learning and improvement team have an offer around this that encompasses both hard and soft skills, plus an amazing leadership development offer.

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Alison Smith 2 months ago

I have just raised this as an issue within my own ALB. I have never been asked what my qualifications are to sit on interview panels. In previous organisations I have worked in you have not been allowed to sit on a panel until you have completed appropriate E,D&I training - and I don't mean a quick romp through some elearning material. As a FCIPD I have had a lot of training in this area but most managers received very little. If we are to continue to use panel interviews - when the evidence suggests they are poor predictors of suitability, we can as Paul suggested at least address the deficits with good quality training.

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