Understanding potential bias or barriers to inclusion, as well as identifying actions to make improvements, are key to creating a fairer and more inclusive NHS.
NHS England’s Chief Pharmacy Office was keen to develop a better understanding of the challenges faced by their staff and how to embed the learning into their day-to-day practice in pharmacy and the wider NHS. They approached various organisations including Arden & GEM who had experience of delivering such a programme.
Our Equality, Diversity and Inclusion (EDI) team has developed a programme of reverse mentoring with proven success in a range of organisations. Turning the traditional mentoring model on its head, it involves junior staff from diverse backgrounds mentoring senior leaders. By making personal connections and gaining insights into the challenges faced in the workplace, senior leaders are inspired to make transformational, sustainable changes to foster a culture which recognises all experiences, skills and ideas.
Our delivery of this programme involved recruiting, matching and introducing mentors and mentees, and providing the necessary training and support. After the sessions had been held, we gathered feedback from participants to shape our evaluation and recommendations.
The challenge
NHS providers are expected to show progress in workforce equality. The most recent Pharmacy Workforce Race Equality Standard report shows that while 43% of pharmacists in NHS trusts in England are from a Black, Asian and minority ethnic background, they are underrepresented in higher bandings. The report also shows a disproportionate experience of harassment, bullying, abuse and discrimination.
NHS England’s Chief Pharmacy Office was keen to improve workplace experiences and opportunities for career progression. They wanted to understand:
- The experiences and perspectives of staff from different backgrounds
- How to ‘normalise’ conversations around protected characteristics
- The structural and cultural barriers that cause workplace inequalities and limit career progression
- How to think and work differently to give more equal opportunities and improve working environments.
Our approach
Recruitment and training
Our six-month period of involvement began in February 2024, when our Head of EDI and Culture worked with the Chief Pharmacy Office’s Communications team to promote the programme and attract volunteers. All mentees were Pharmacy Fellows – pharmacists with leadership potential – who were enthusiastic and committed to the process.
After reviewing the applications, 11 pairs of mentors and mentees were matched and subsequently introduced. One of the Pharmacy Fellows acted as the liaison with the Chief Pharmacy Office to set up relevant meetings and training sessions.
Mentors went through training with Arden & GEM’s Organisational Development team to ensure they knew how to approach the subjects and hold the conversations. A number of external speakers were brought in to share their experiences and inspire the mentors.
The mentoring sessions were held between March and August. Although the areas of discussion were at the discretion of the participants, they were expected to include:
- Lived experiences of their ethnicity, disability, sexual orientation etc
- Barriers in recruitment, retention and career progression
- Whether minority groups feel empowered and engaged
- Whether there is equality of opportunity
- Examples of bullying, harassment, abuse etc – both inside and outside of work.
Throughout the process, all participants were supported with coaching and structured activities.
In September, our Head of EDI and Culture held feedback sessions with mentors and mentees which shaped the programme’s evaluation. The feedback was grouped into key themes before the different areas were aligned with organisational goals. Priority was given to the areas where immediate action could create meaningful impact.
In a presentation to the National Pharmacy Advisory Group in October, we summarised our findings and recommendations to Chief Pharmacy Officers from ICBs and other pharmacy professionals.
The outcomes
The project objectives were met, as our EDI specialists provided the Chief Pharmacy Office with a substantial report of findings and recommendations. These included how to embed the learnings in the organisation’s culture and for future policy making.
The insights gained through this programme have helped senior leaders at the Chief Pharmacy Office to create interventions, and design transformation and sustainable change. This will help ensure a more equitable workplace where all voices are heard.
Feedback from participants:
"I feel more comfortable and empowered when speaking about equality, diversity and inclusion, calling out where we could do better, and where things are improving."
"I think the experience has started to shape me as an ally in particular during meetings to provide a route and encourage all to share their insight and provide opportunity for all attendees to comment."
"I will be far more considerate of the effect of inequality both in society but also in the NHS, and how this plays out in terms of delivery of high-quality healthcare services. I will give more consideration to this in the work I do, how I recruit to and lead my team."
- 82% strongly agree or agree - ‘My mentor/mentee match was good’
- 90% strongly agree or agree - ‘My mentor/mentee was able to meet regularly in line with the programme aims’
- 90% strongly agree or agree - ‘The mentoring process fulfilled my expectations’
- 64% strongly agree or agree - ‘The programme has enabled a better understanding of the barriers experienced by different ethnicities at work’
- 100% strongly agree or agree - ‘I would recommend the programme to others’
Next steps
We are keen to hear from any organisation who would be interested in running a reverse mentoring programme for their senior leaders.