- Conference
- 2024 National Black Members' Conference
- Date
- 18 September 2023
- Decision
- Carried as Amended
Conference is clear about the impact of HR processes can have in fairness and equality at work. One example is talent management strategies, which are often designed and implemented in a manner that can lead to a significant disparity in opportunities for Black employees across sectors.
The Chartered Institute of People Development (CIPD) defines Talent management as: “the systematic attraction, identification, development, engagement, retention, and deployment of those individuals who are of particular value to an organisation due to their high potential or because they fulfil critical roles.”
The CIPD further defines talent as: “individuals who can make a significant difference to organisational performance, either through their immediate contribution or by reaching their highest levels of potential”
Black members conference have previously passed motions highlighting the injustice of Black people at work across sectors not being fairly utilised and rewarded by employers in such processes, citing independent reviews such as the Race in the Workplace review from Baroness McGregor-Smith. In this review, she found that Black people are much more likely to be found to be overqualified for their jobs than white colleagues, but white employees are more likely to be promoted than their Black counterparts.
Whilst we should be organising and providing support to our fellow Black members in accessing courses that build the necessary skills and knowledge to excel in their chosen career path- we cannot ignore the fact actual talent and qualifications among Black workers are clearly not the general determinants of how well we do at work.
Conference notes that many NHS organisations take an exclusive approach to talent management. When talent management and succession planning take this approach, it overall favors staff in bands 8C and above – which is predominantly and unrepresentatively occupied by white employees. This fosters and reproduces the common race-based divide we see in many of our NHS employers. As many of our Black members hold roles much lower than 8C, this exclusivity in talent management hinders their career progress.
The current NHS Scope for Growth from the NHS leadership academy is inadequate at specifically tackling this issue and falls woefully short of prioritising the need for representative leadership. Whereas the NHS Long Term Workforce plan is unambitious in regards to tackling this issue- only setting vague goals and calls for clear guidance. This isn’t enough; we need action and accountability through clear requirements placed on organisations. Employers should have clear requirements to meaningfully develop ethnic minority staff for succession planning and fair talent management. We also need our Union engaged and educated in how to effectively negotiate and scrutinise these particular areas of HR processes and bargaining.
Working with our employer West London NHS Trust we as a branch help to ensure our own Talent Pool and talent strategy is designed to offer opportunities to all employees with great potential and ambition regardless of job status. Unison and other staff side reps are involved in the committees considering talent pool applications; we help ensure the process is inclusive and reflects our diverse workforce. This helps ensure our Black members can access a range of development tailored to their career aspirations and is fairly considered.
Conference notes that the General Sir Gordon Messenger’s review from 2022 has promising recommendations. If implemented, these would likely improve the NHS’s current approach to talent management and leadership for staff from ethnic minorities. The report acknowledges that NHS staff from BME backgrounds are still not provided the support they need to advance to leadership roles. The report outlines that much needs to be done to create a more diverse leadership in the NHS and makes some suggestions for tangible actions to make this happen, including recommending making EDI a core aspect of the inspection regime and creation of a new career and talent management function at regional level to oversee local work.
Despite the promising findings of contemporary reports such as this, we cannot wait for a top-down approach, and we need to start organising for better practices and strategies in our workplaces now. If pressure isn’t put on relevant decision-makers we risk the continuing injustice of seeing the same unrepresentative percentage of white people holding senior roles and leaving Black workers like us left behind.
All NHS employers must review their talent pool approach to consider how it gives all its workers, from HCAs, Nurses, secretaries/admins, senior managers and consultants equitable opportunities and investment in their talents. It should value and give the same leverage all its workers as we all have a special role to play in our NHS. We are one team for patient care.
Conference calls on the National Black Members’ Committee, working with the Health Service Group Executive where appropriate to:
1) To encourage UNISON Health branches to approach employers to review and consult on talent and succession plans/ strategies focusing on diversity groups.
2) To produce and share fact sheets, guidance or material to aid Unison health branches and representatives to engage proactively and robustly with employers to ensure talent management strategies and policies appropriately embrace diversity and foster inclusivity.
3) To Elevate and reiterate awareness with Unison Health branches, regional health groups, and Health branch secretary’s regarding the disproportionally low representation of Black NHS workers in senior roles within the NHS.
4)Work with UNISON Learning and Organising Services to explore the need for any learning programs aimed at achieving the aims laid out in this motion. Utilising the insights and recommendations highlighted in pertinent reports and research such as the messenger review. Furthermore, exploring existing training to ensure branches and representatives are being equipped with the knowledge to effectively identify adverse impacts and common causes of disproportionality in HR processes such as talent management.