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Workforce Diversity Report

2017-2018

Our approach to diversity and inclusion and published information

Part Two: Workforce Diversity Report 2018Introduction

Meeting our legal requirement

North Lincolnshire Council has a Public Sector Equality Duty (PSED) under the Equality Act 2010 to publish equality objectives and Workforce Diversity Reporting. This document - ‘Workforce Diversity Report 2018’ – is one of two documents that produced as part of our annual review

statement alongside the ‘Equality Objectives Activity Progress Update 2018’ available on the council’s website at www.northlincs.gov.uk.

Meeting local needs

As well as meeting our legal duty, our council strategy places an emphasis on meeting local need and our Diversity and Inclusion Strategy and Policy Statement has been developed to prioritise the local needs of our diverse communities. We developed and designed our objectives to fit

under the three themes of a ‘MAPID’ approach as outlined in our strategy. This approach was developed to empower and meet local needs, ‘MAPID’ stands for Mainstreaming; Action on (conscious) and unconscious bias and; Processes that work for Inclusion and Diversity .

Scope of this reportThis report provides an overview of our equality and diversity employment monitoring data as of 31 March 2018. It details the relevant protective

characteristics; age, disability, gender reassignment, pregnancy and maternity, race, religion and belief and sexual orientation. Our reporting categories are detailed in the appendix.

Staff diversity declaration rates Diversity monitoring data helps us to understand the key equality issues in our workforce and make informed decisions on changes to our

policies and practices. Whilst we actively encourage our employees to provide information about their diversity, it is voluntary and individuals can choose whether/what they wish to declare. We understand that perceived stigma (around for example mental illness, disability or sexual

orientation) and fear (the impact of conscious or unconscious bias) can influence what employees choose to share. This understanding in part

informed our choice of workforce related equality objectives (2, 3 and 5) which are covered in this document as well as the Equality Objectives Activity Progress Update 2017.

Interpreting the data

This data is published in accordance with the Data Protection Act 1998 and presented in such a way that individuals cannot be identified.

2


Part Two: Workforce Diversity Report 2018Workforce equality priorities and objectives

Our identified workforce priorities translated into equality objectives 2, 3 and 5 were informed by :

� Analysis of our workforce reporting data.

� The results of our biennial employee survey conducted in 2014

� The finding of our Time to Change Organisational HealthCheck (including employee questionnaires and employee interviews conducted by Time to Change. – A representative sample was chosen by Time to Change who communicated directly with the employee so that we as an

organisation could assert no bias around this sensitive area on mental health and wellbeing.)

� Identified development / transformation needs of the organisation in times of change (objective 5 in particular).

Equality Objective 2: Training on action / specific working on unconscious bias

As an organisation we acknowledge the impact conscious and unconscious bias may have on applicant and employees’ employment andpromotion opportunities. We are taking action to address bias in training and other relevant activity, with the aim of improving outcomes in

employment and customer service. In 2015, we started to introduce the concept of conscious and unconscious bias into relevant training and is expressly included as an expectation in the council’s Management and Leadership Framework (equality objective 5) being piloted in 2017.

An example of where unconscious bias has been incorporated into relevant training is the ‘When Managing like “normal” isn’t working’ workshop for managers. This training is designed to equip managers to support employees returning to work after long term illness, employees who are

disabled and / or have reasonable adjustment needs. A key outcome of the workshop is to enable employees to be properly supported with specific needs which enable more productive and effective working. An exploration of unconscious bias is used to enable managers to explore

their bias / perceptions around disability and how this might impact in recruiting and supporting employees in the workplace.

3



Equality Objective 3: Achieving and Maintaining a Mentally Healthy Workplace and improving employee wellbeing

Supporting wellbeing and employee resilience are priorities identified in the council strategy and transformation plan. This objective

was formulated following the council signing the Time to Change Employer Pledge in 2014 and declaring its commitment to take action to end discrimination and stigma around mental health by. Other factors that influenced the further work required and focus for this objective includes:

• Being shortlisted for the Department of Health Public Health Ministers Award (workplace wellbeing) in September 2014.

• The findings of the Time to Change Employer Health Check Survey October 2014.

• Achieving the North Lincolnshire Healthy Workplace Silver Award in December 2014. We are on schedule to achieve the Gold Award in September 2017.

• Having our work on workplace mental health being recognised with an invitation from the Deputy Prime Minister’s Office to attend the launch

of Time to Talk Day and the National Mental Health Heroes Awards in February 2015.

• The workshop we facilitated at the Time to Change Pledge Alumni launch – sharing the work we were achieving on mental health and

wellbeing and networking with other employers to share learning in September 2015.

Key outcomes to date since work began in 2014 include:

• More than 900 employee places filled on a variety of mental health, wellbeing and resilience related training.

• Reducing sickness absence (and mental health related sickness absence) in 2015/16

• Improved application of workplace adjustments.

• Through evaluation of the impact of training, managers have told us that they are more confident to start the conversation ‘How are you?’

• Consciously inclusive in approach, we have targeted work to address the different manifestation and issues relating to mental health and gender.

Overall we identify that this activity is contributing to the transformation plan relating to improving culture and outputs. Our commitment to mental health and wellbeing is evidenced in our action planning. An example action is the promotion and activity we plan and deliver annually (since

2014) during Mental Health Awareness Week, World Mental Health Day and Time to Talk Day.

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Equality Objective 3: Achieving and Maintaining a Mentally Healthy Workplace and improving employee wellbeing

The council’s commitment to Investors in People (IIP)

The IIP Standard defines what it takes to lead, support and manage people well for sustainable results. The Investors in People framework

provides 27 scales for comparison. The framework includes measures relating to diversity and inclusion and workplace cultures (all relevant to

employee mental health and wellbeing.) and provides a clear benchmark for performance. Over 14,000 organisations across 75 countries worldwide are accredited to the IIP standard(s).

Following feedback from our last IIP assessment (2013) and, the various activity e.g. action planning, employee surveys, work around

transformation plan (which equality objective 3 contributes to). The council is seeking to achieve validation and accreditation at IIP’s Silver

Standard by October 2017.

Making a Difference Employee Awards 2017

To acknowledge and celebrate the contributions employees are making, the Making a Difference Awards launched in July 2017 with the Awards

Ceremony in October 2017. Diversity and inclusion is a factor within the scoring criteria and, the council’s Making a Difference Award contribute positively to the equality objective 3 … improving employee wellbeing.

Equality Objective 5: Leadership and Management Competencies [Developing a Leadership and Management Framework; Employee

Performance Framework and Employee Code of Conduct]

The frameworks and related documents and processes have been developed to meet the needs of and transformation of the council and align closely with the council’s new vision and values. By the nature of the transformation agenda, the focus is upon improving performance and

outcomes including relating to diversity and inclusion (taking action on conscious and unconscious bias) and, employee wellbeing (employees at

all levels.) Beyond pilot and when fully implemented, the frameworks will provide performance measures contributing to the advancing of equality of opportunity and continuing the elimination of discrimination and harassment in employment.

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Part Two: Workforce Diversity Report 2018Employment Monitoring

Overall workforce diversity

As of March 2018, North Lincolnshire Council employed 3439 people. Overall there was no significant change to the council’s workforce diversity

during 2017-2018.

In summary

� 73.7% of our workforce are female – this represents no significant change from the previous two years.

� 4.5% of our workforce describe themselves as a disabled person. However, based on responses given in the Time to Change Health Check, it was estimated that least 10% of the council workforce had experienced mental health problems. Similarly, feedback from Managers

attending our ‘When Managing like “Normal” isn’t working’ workshops indicates that some employees who would be covered by the Equality

Act definition of disability have not disclosed. This indicates that the proportion of the workforce identifying themselves as disabled is likely to be higher than the current recorded levels. This is consistent with national trends – it is estimated that at least 1 in 5 of the working age

population would be covered by protected characteristics ‘disability’ under the Equality Act 2010.

� 2.8% of our workforce declare that they belong to ethnic minority groups.

� 5.1% of our workforce are aged under 25. 26.2% are aged over 55, 3.6% of our workforce are aged 65 or over.

� 1.3% of our workforce declared that they are gay, lesbian or bisexual. Again for reasons of stigma we recognise that this is likely to be an area of under reporting with employees choosing not to declare their sexual orientation.

� A full breakdown of the council’s workforce by protected characteristics is provided in Appendix 2 on page 16.

Representation by Organisational level (and area) (specific relevance / impact for objectives 2 and 5)

� Overall we have a higher proportion of women than men employed in the council (73.7%). However, the proportion in the most senior

positions is equally split. Of managers at grade 10 (or equivalent) or above 70% are female.

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Representation by Organisational Level (and Area) continued (specific relevance / impact for objectives 2 and 5)

Ethnicity

� Employees belonging to an ethnic minority make up 2.8% of the workforce overall.

� In Adults and Community Wellbeing 2.4% of employees belong to an ethnic minority, most represented in the Disability and Mental Health

service – 4.0%

� In Business Development 3.6% of employees belong to an ethnic minority, most represented in the Strategic HR service – 7.1%

� In Children and Community Resilience 1.4% of employees belong to an ethnic minority, most represented in the Safeguarding Organisation

service – 2.6%

� In Governance and Partnerships 3.2% of employees belong to an ethnic minority, most represented in Financial Services – 3.8%

� In Learning, Skills and Culture 3.7% of employees belong to an ethnic minority, most represented in the Information and Support service –

11.1%

� In Operations 1.6% of employees belong to an ethnic minority, most represented in the Asset Management and Development service – 3.1%

� In Public Health 6.1% of employees belong to an ethnic minority, most represented in the Public Health Consultancy service – 8.8%

� 2.7% of managers at grade 10 or above belong to an ethnic minority.

7



Representation by Organisational Level (and Area) continued (specific relevance / impact for objectives 2 and 5)

Disabled

� Employees identifying as a disabled person represent 4.5% of the overall council’s workforce.

� In Adults and Community Wellbeing 8.0% of employees declared themselves to be disabled. Disabled employees were most represented in

Disability and Mental Health service (9.5%) and Community Wellbeing service (9.0%)

� In Business Development 3.6% of employees declared themselves to be disabled. Disabled employees were most represented in Organisational Development service (17.4%) and Strategic HR service (11.9%)

� In Children and Community Resilience 4.4% of employees declared themselves to be disabled. Disabled employees were most represented in Principal Social Work service (8.3%) and Safeguarding Organisation service (5.1%)

� In Governance and Partnerships 6.9% of employees declared themselves to be disabled. Disabled employees were most represented in

Council Strategy, Information and Outcomes service (14.6%) and Financial Services (6.9%)

� In Learning, Skills and Culture 3.7% of employees declared themselves to be disabled. Disabled employees were most represented in

Participation and Achievement service (4.2%) and Access and Inclusion service (3.3%)

� In Operations 2.8% of employees declared themselves to be disabled. Disabled employees were most represented in Strategic Projects

service (25.0%) and Transport, Highways and Environment service (3.7%)

� In Public Health 4.3% of employees declared themselves to be disabled. Disabled employees were most represented in Public Health Consultancy service (5.9%)

� 2.7% of managers at a grade 10 or above have identified as disabled people.

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Job applications, recruitment and promotions (specific relevance / impact for objectives 2, 3 and 5)

North Lincolnshire Council is one of the largest employers in the area. It is an employer committed to diversity & inclusion and ensuring all

recruitment is free from unfair and unlawful discrimination. Reasonable workplace adjustments for disabled applicants are made all stages of the recruitment process. The council has a comprehensive reasonable adjustments toolkit which has been recognised and shared nationally as a

work of best practice by the DWP ‘s Disability Confident Campaign. Our guidance and toolkit is available to view on the council’s website

http://www.northlincs.gov.uk/community-advice-and-support/diversity-and-inclusion/enabling-inclusion-reasonable-adjustments-for-employees/

• In 2017/2018 there were 3940 applications received for 422 posts advertised. 1789 were from external applicants and 865 were from internal

applicants.

• There was a higher proportion of applicants aged 25-34, however applicants aged 45-54 made up 22.2% of all shortlisted applicants. 22.1% of successful applicants were aged 25-34.

• 29.7% of applicants were men which shows a higher proportion compared to the council’s current workforce profile. Female applicants had a proportionately higher success rate compared to male applicants – 8.8% of all male applicants were offered employment with the council

compared to 9.2% of all female applicants

• Overall ethnic minority job applicants represented 4.6% of all applicants compared to 91.1% of applicants who identified as ‘white’. 4.6% of all shortlisted applicants and 3.6% of successful applicants identified as belonging to an ethnic minority. 2.5% of North Lincolnshire’s total

population belong to diverse ethnic minority communities.

• 5.0% of all applicants declared themselves to be a disabled candidate and this was a fairly consistent proportion across shortlisting and

appointment stages – 5.6% and 5.0% respectively. The success rates for applicants declaring a disability was 9.0% compared to 9.2% for

applicant declaring themselves to be non-disabled.

• A full profile of job applicants by protected characteristic is provided in Appendix 4 on page 19.

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Job applications, recruitment and promotions (specific relevance / impact for objectives 2, 3 and 5)

In 2018/2019 we will:

� Use this information within the relevant processes and training as part of Employee and Manager Leadership Frameworks and Development

and our coaching opportunities.

� Continue to prioritise Diversity and Inclusion and action on conscious and unconscious bias in relevant activity.

� Explore the role of a Diversity and Inclusion Forum to support advancing equality of opportunity in recruitment and promotion. Explore the

possibility of a workshop equivalent to ‘When managing like ‘normal’ isn’t working for the disabled employee so that they are empowered with

knowledge about workplace adjustment to enable them to perform and have a more equal opportunity in employment.

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Employees leaving the organisation (specific relevance / impact for objectives 2, 3 and 5)

• 341 employees left the organisation between 1 April 2017 and 31 March 2018. 220 of employees left by reason of resignation.

• 71.8% of individuals leaving employment with the council were female which is a slightly lower proportion compared with the council’s workforce profile (73.7%).

• Employees within the lowest (under 25) and highest (55+) age categories made up 35.5% of all leavers during 2017/18. The middle age

bands were under-represented within the leaver profile. This is a trend identified in previous years and reflective of typical life cycles at the beginning and towards the end of working life.

• 6.5% of leavers declared a disability, which is proportionately higher than the council’s workforce make up (4.5%).

• Employees from black and minority ethnic groups were slightly over-represented within the leaver profile compared to the current workforce –

3.5% compared to 2.8%.

• A full profile of employees leaving the organisation by protected characteristic is provided in Appendix 5 on page 20.

Access to learning and development (specific relevance / impact for objectives 2, 3 and 5)

To support our transformation aims and build the resilience, capacity, capability and expertise of our employees we invest in a range of formal

and informal training opportunities both facilitated with a trainer and / or facilitated through E-learning or Work book (an identified workplace adjustment for reasons of either role or specific access need.) We also provide coaching and other development opportunities.

• During 2017/18 55% of the workforce completed at least one learning or development activity. There are good levels of representation across

all protected characteristics.

• A full breakdown of the percentage of the workforce accessing learning & development activities by protected characteristic is provided in

Appendix 6 on page 21.

• More than XX employee places have been filled on Personal Resilience / Mental Health related training including XX employees attending

mindfulness training and more than XX attending Mental Health First Aid Training (contributing to equality objective 3).

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In 2018-2019:

• The Employee and Manager and Leadership Frameworks provides a structure to support personal and organisational development to meet

our transformation aims. (Objective 5)

• Make more diversity and inclusion which will focus upon competency through awareness of and addressing our conscious an unconscious

bias. (Objective 2)

• Support employees resilience and wellbeing through a range of training and development opportunities e.g. Make every contact count and

mindful meets. (Objective 3)

Pregnancy and maternity (specific relevance / impact for objective 3)

• 94 per cent of female employees ending their maternity leave between April 2017 and March 2018 returned to work with the council. Of these returning employees, 32.4 per cent elected to return on reduced hours, while a number of others opted to work flexibly on their return to work

in order to meet their caring responsibilities.

• Return rates remain high reflecting the wide range of flexible working opportunities available which includes changes to hours, changes to working times, compressed working arrangements, home-working and term-time only working. This is also supported by the council’s

redeployment policy which gives priority to employees on maternity or adoption leave who are under notice of redundancy. The council’s attendance management policy also recognises the differing needs of female employees during pregnancy as pregnancy related illness does

not count towards absence trigger points.

Working patterns (specific relevance / impact for objectives 2, 3 and 5)

• Flexible and related working opportunities can benefit everyone and encourages a healthy work-life balance. The council recognise the value of being able to reasonably offer flexible working and related opportunities to employees. Our employee policies include home-working, term

time working, part time working, compressed hours, flexible working and job-share.

• We recognise that the promotion of these opportunities where reasonable and at all levels can contribute to inclusive working culture and increased diversity of representation of staff at all levels and in all areas.

• Currently 54.3% of council employees work part-time. 65% of female employees are employed on a part time basis. A full breakdown of working patterns by protected characteristic is provided in Appendix 7 on page 22.

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Pay (Specific relevance / impact objectives 2 and 5)

The council is committed to:

� Ensuring that people are able to succeed in employment. We recognise that a diverse workforce is better able to meet the needs of all our customers.

� Providing and promoting equality for all its employees, and the wider community, irrespective of their individual characteristics.

� Eliminating all forms of unlawful discrimination, whether direct, indirect, associative, perceptive, individual or institutional.

As set out in the council’s Pay Policy, the grading of jobs is determined by the council’s job evaluation schemes to ensure that they are fair and non-discriminatory, comply with equal pay legislation and associated codes of best practice.

Further details of the council’s approach and activity relating to equal pay can be found in the Pay Policy and Fair Employment and Equal Pay policy in the employment manual on the council’s website

Appendix 2 provides a breakdown of pay bands by protected characteristics – see page 18.

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Gender Pay Gap

The Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017 requires all public sector bodies with more than 250 employees to publish information about gender pay gaps by 30 March 2018.

Gender pay gap is not the same as ‘equal pay’ – it is not about men and women being paid differently for the same job which is prohibited by equal pay legislation. A gender pay gap may reveal a difference between the average earnings of men and women but does not indicate that

people are not being paid fairly.

• The council has a positive pay gap indicating that the average hourly pay rate of male employees is 6.7%. However, this is lower than the national average of 18.1% (ONS 2016 Annual Survey of Hours and Earnings)

• The council has a negligible positive pay gap indicating that the median hourly rate of male employees is only 0.1% higher than that of female employees.

• The full gender pay gap report is available on the council’s website at http://www.northlincs.gov.uk/community-advice-and-support/diversity-

and-inclusion/delivering-the-equality-act/

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Our approach to diversity and inclusion and published Information

Part Two our Workforce Diversity Report 2018Appendix 1: Workforce Data Collection

� Data used in this report is taken from the council’s computerised HR system.

� All applicants are asked to provide monitoring information when they apply for a job using an Equal Opportunities Monitoring Form.

Successful applicants are also required to complete a personal details form when they start working for the council. This is a further opportunity to gather diversity information if it has not been collected at an earlier stage of the recruitment process.

� All personal information is processed in accordance with the Data Protection Act. We continue to review and develop our recording and reporting processes to ensure data quality.

Reporting categories: Employees are asked to identify themselves against the following reporting categories:

Race

Asian / Asian British Other ethnic group

Asian Bangladeshi ChineseAsian Indian Other

Asian PakistaniOther Asian Background

Black / Black British White

Black African White British, English, Scottish, Welsh orBlack Caribbean Northern Irish

Other Black background White IrishOther White Background

Mixed

White & AsianWhite & Black African

White and Black CaribbeanOther mixed background

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Part Two our Workforce Diversity Report 2018Appendix 1: Workforce Data Collection

Reporting categories: Employees are asked to identify themselves against the following reporting categories:

Gender Female Male

Disability Employee are asked whether they consider themselves to be disabled under the definitions of the Equality Act 2010.

Declared a disability Declared no disability Not declared

Sexual Orientation Bisexual Gay Heterosexual Lesbian Prefer not to say Not declared

Religion or belief Buddhist Christian Hindu Jewish Muslim Sikh

Other None Prefer not to say Not declared

Pay Bands

Pay bands are reported based on the council’s NJC 12 grade pay scale and JNC Chief Officer bands as at 31 March 2018. Employees on other pay scales such as youth workers, teachers and Soulbury are shown against the equivalent NJC or JNC grade banding (based on full time

equivalent salary). For the purposes of reporting, apprentices are included under the Grade 1-3 category. Grades have been conflated for

reporting as follows:

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Category Salary banding (full time equivalent)

Grade 1 - 3 £14,872 - £15,466

Grade 4 – 6 £15,651 - £22,434

Grade 7 – 9 £23,166 - £36,019

Grade 10 – 12 £36,937 - £50,069

JNC Above £50,069


Part Two our Workforce Diversity Report 2018Appendix 2: Workforce Profile 17

Protected Characteristic As at 31

March 2018

As at 31

March 2017

As at 31

March 2016

As at 31

March 2015

As at 31

March 2014

Age

Under 25

25-34

35-4445-54

55-64

65+

(%)

5.1

15.4

19.230.5

26.2

3.6

(%)

5.5

16.1

18.331.7

25.0

3.4

(%)

5.3

15.2

19.731.9

24.4

3.5

(%)

5.1

15.0

20.132.1

24.4

3.3

(%)

4.9

14.5

20.433.9

23.2

3.1

Disability

Declared a disability

Declared no disability

Not declared

(%)

4.5

91.5

4.1

(%)

4.6

91.3

4.1

(%)

4.7

91.7

3.6

(%)

4.4

92.2

3.4

(%)

4.6

93.5

1.9

Gender

Female

Male

(%)

73.7

26.3

(%)

73.8

26.2

(%)

73.2

26.8

(%)

72.5

27.5

(%)

72.1

27.9

Ethnicity

Black and Ethnic Minority

White

Not declared

(%)

2.8

97.2

0.0

(%)

2.8

96.4

0.7

(%)

2.9

95.6

1.5

(%)

2.8

95.5

1.7

(%)

2.4

97.0

0.6

Religion or Belief

Declared religion or belief

Declared no religion or belief

Not declared

(%)

64.4

29.6

6.0

(%)

64.7

29.2

6.1

(%)

64.8

23.4

11.8

(%)

65.4

21.7

12.9

(%)

66.8

20.5

12.7

Sexual orientation

Gay/ lesbian/ bisexual

Heterosexual

Not declared

(%)

1.3

83.5

15.1

(%)

1.2

83.2

15.6

(%)

1.0

82.7

16.3

(%)

0.9

82.0

17.1

(%)

0.9

81.6

17.5


Part Two our Workforce Diversity Report 2018Appendix 3: Workforce Profile by pay band 18

Protected Characteristic As at 31 March 2018

Council workforce as

at 31 March 2018

Grade

1-3

Grade

4-6

Grade

7-9

Grade

10-12

JNC

Age

Under 25

25-34

35-4445-54

55-64

65+

(%)

5.1

15.4

19.230.5

26.2

3.6

(%)

7.0

13.8

15.925.7

29.9

7.7

(%)

5.8

17.0

18.529.7

27.1

1.9

(%)

3.2

16.3

24.433.7

20.3

2.0

(%)

0.0

13.4

18.743.9

23.5

0.5

(%)

0.0

1.9

11.138.9

42.6

5.6

Disability



Not declared

(%)

4.5

91.5

4.1

(%)

4.8

89.1

6.1

(%)

5.2

91.7

3.1

(%)

3.9

93.0

3.1

(%)

2.7

94.7

2.6

(%)

0.0

96.3

3.7

Gender

Female

Male

(%)

73.7

26.3

(%)

78.0

22.0

(%)

71.5

28.5

(%)

73.3

26.7

(%)

70.1

29.9

(%)

61.1

38.9

Ethnicity


White

Not declared

(%)

2.8

97.2

0.0

(%)

3.2

96.8

0.0

(%)

2.7

97.3

0.0

(%)

2.7

97.3

0.0

(%)

2.7

97.3

0.0

(%)

1.9

98.1

0.0

Religion or Belief



Not declared

(%)

64.4

29.6

6.0

(%)

69.1

26.3

4.6

(%)

64.3

30.0

5.8

(%)

61.3

31.7

7.0

(%)

53.5

38.5

8.0

(%)

70.4

18.5

11.1

Sexual orientation


Heterosexual

Not declared

(%)

1.3

83.5

15.1

(%)

1.6

83.4

15.0

(%)

1.3

83.3

15.4

(%)

1.0

83.3

15.7

(%)

1.1

87.7

11.2

(%)

3.7

81.5

14.8


Part Two our Workforce Diversity Report 2018Appendix 4: Job applicants 19

Protected Characteristic 2017/2018

Council workforce

as at 31.3.2018

All applicants Shortlisted

applicants

Appointed

applicants

Success rate

– shortlisted*

Success rate

– appointed**

Age

Under 25

25-34

35-4445-54

55-64

65+

Not declared

(%)

5.1

15.4

19.230.5

26.2

3.6

(%)

19.2

24.1

18.620.1

12.5

0.5

4.9

(%)

19.4

20.7

18.022.2

14.6

0.2

4.9

(%)

21.8

22.1

21.821.3

11.2

0.8

0.8

(%)

23.8

20.3

22.926.2

27.5

10.5

23.6

(%)

10.3

8.3

10.69.6

8.1

15.8

1.5

Disability



Not declared

(%)

4.5

91.5

4.1

(%)

5.0

89.2

5.8

(%)

5.6

88.3

6.1

(%)

5.0

90.8

4.2

(%)

26.1

23.4

53.0

(%)

9.0

9.2

14.8

Gender

Female

Male

(%)

73.7

26.3

(%)

70.3

29.7

(%)

72.9

27.1

(%)

71.1

28.9

(%)

24.5

21.6

(%)

9.2

8.8

Ethnicity


White

Not declared

(%)

2.8

97.2

0.0

(%)

6.9

89.5

3.6

(%)

4.6

91.1

4.3

(%)

3.6

93.6

2.8

(%)

15.7

24.1

28.4

(%)

4.7

9.5

7.1

Religion or Belief



Not declared

(%)

64.4

29.6

6.0

(%)

49.0

40.2

10.9

(%)

49.8

40.1

10.1

(%)

55.2

39.2

5.6

(%)

24.1

23.6

22.0

(%)

10.2

8.8

4.7

Sexual orientation


Heterosexual

Not declared

(%)

1.3

83.5

15.1

(%)

2.9

85.2

11.9

(%)

1.7

86.6

11.7

(%)

2.2

89.9

7.8

(%)

14.0

24.0

23.2

(%)

7.0

9.6

6.0

* Success rate – shortlisted: percentage of all applicants who were shortlisted

** Success rate – appointed: percentage of all applicants who were appointed/offered employment


Part Two our Workforce Diversity Report 2018Appendix 5: Employees leaving the organisation 20

Protected Characteristic Council workforce as at 31 March 2018 Leavers during 2017/2018

Age

Under 25

25-34

35-4445-54

55-64

65+

(%)

5.1

15.4

19.230.5

26.2

3.6

(%)

6.5

17.0

15.224.0

29.0

8.2

Disability



Not declared

(%)

4.5

91.5

4.1

(%)

6.5

90.3

4.2

Gender

Female

Male

(%)

73.7

26.3

(%)

71.8

28.2

Ethnicity


White

Not declared

(%)

2.8

97.2

0.0

(%)

3.5

96.5

0.0

Religion or Belief



Not declared

(%)

64.4

29.6

6.0

(%)

60.7

34.0

5.3

Sexual orientation


Heterosexual

Not declared

(%)

1.3

83.5

15.1

(%)

1.5

85.3

13.2


Part Two our Workforce Diversity Report 2018Appendix 6: Access to learning and development activities 21

Protected Characteristic Percentage of workforce attending L&D activities during 2017/2018

All employees 58.1%

Age

Under 25

25-34

35-4445-54

55-64

65+

(%)

4.4

16.4

20.331.1

24.7

3.1

Disability



Not declared

(%)

4.8

90.7

4.5

Gender

Female

Male

(%)

80.1

19.9

Ethnicity


White

Not declared

(%)

3.1

95.9

1.0

Religion or Belief



Not declared

(%)

64.4

29.4

6.2

Sexual orientation


Heterosexual

Not declared

(%)

1.5

83.5

15.0


Part Two our Workforce Diversity Report 2018Appendix 7: Working patterns 22

Protected Characteristic Part Time Full Time

All employees 54.3% 45.7%

Age

Under 25

25-34

35-4445-54

55-64

65+

(%)

48.9

46.3

55.550.6

58.9

88.8

(%)

51.1

53.7

44.549.4

41.1

11.2

Disability



Not declared

(%)

49.4

54.7

51.5

(%)

50.6

45.3

48.5

Gender

Female

Male

(%)

65.0

24.6

(%)

35.0

75.4

Ethnicity


White

Not declared

(%)

61.2

54.1

0.0

(%)

38.8

45.9

0.0

Religion or Belief



Not declared

(%)

57.4

48.5

50.2

(%)

42.6

51.5

49.8

Sexual orientation


Heterosexual

Not declared

(%)

44.4

54.0

57.4

(%)

55.6

46.0

42.6

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