Growing our Great Community through Equality, Diversity and Inclusion
NHS Greater Glasgow and Clyde is looking to improve the support available to staff of all genders across the organisation about what they can do if they have been subject to sexual harassment or any other form of harassment.
We have developed a staff campaign to
Demonstrate zero tolerance for sexual harassment and other forms of harassment, across NHSGGC.
Build the trust, confidence and knowledge of staff that they can raise these issues and that they will be dealt with appropriately
Ensure managers are equipped to deal appropriately with issues that are raised
Let all staff know what is and is not appropriate in the workplace.
Put in place the right support for people who are the victims of sexual harassment.
If you believe you or one of your colleagues has been the victim of sexual harassment or any other form of harassment, please contact our Bullying and Harassment confidential helpline on 0141 201 8545 or the HR Support & Advice Unit.
You can also seek support and counselling via Occupational Health, or via the range of support shown in the Resources section at the bottom of this webpage.
At NHSGGC staff well-being and safety is of upmost importance. We encourage anyone who has been the victim of or witnessed sexual assault to report this to Police Scotland.
What is harassment?
Harassment is unwanted conduct related to a relevant protected characteristic (age, disability, gender reassignment, race, religion or belief, sex, or sexual orientation, marriage and civil partnership or pregnancy and maternity), which has the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual. It may also relate to other personal characteristics such as trans identities including non-binary, weight or social status.
Examples of Harassment as outlined in the NHSScotland Bullying and Harassment Policy:
Offensive jokes, banter and comments
Ostracising or “freezing out”, ignoring and staring
Patronising comments and remarks
Mimicking
Use of derogatory terms
Inappropriate personal questions or comments
Belittling or patronising comments or nicknames
Assault or other non-accidental physical contact, including disability aids
The display, sending or sharing of offensive letters, publications, objects, images or sounds
Graffiti
Offensive comments about appearance or clothing
Deliberate and consistent behaviours which demonstrate a non-acceptance of aspects relating to protected or personal characteristics, for example, failure to use requested gender pronoun for a transitioning individual
Examples of Sexual Harassmentas outlined in the NHSScotland Bullying and Harassment Policy:
Indecent exposure
Sexual assault
Unwelcome sexual advances, propositions or pressure for sexual activity, continued suggestions for social activity within or outside the workplace after it has been made clear that such suggestions are unwelcome
Suggestions that sexual favours may further a colleague’s career or refusal may hinder it, for example, promotions, salary increases etc.
Leering, whistling or making sexually suggestive comments or gestures, innuendoes or lewd comments
Our Bullying and Harassment policy has both an informal and a formal process
The informal process focussed on early resolution. This recognises that the best way to resolve the issue at the earliest opportunity is by ensuring the other party is aware of the impact of their behaviour.
If early resolution is unsuccessful or the bullying or harassing behaviour is significant or persistent in nature, the employee or manager may initiate the formal process.
The information below sets out what you need to know about our informal and formal process.
Informal process(Early resolution)
Speaking to the other party directly – the complainant approaches the other party to tell them that they find their behaviour offensive, why this is the case, and to ask them to stop.
Writing to the other party – the complainant writes to the other party to tell them that they find their behaviour offensive, why this is the case, and to ask them to stop.
Supported approach – if the complainant finds speaking to the other party too difficult, but still wishes to seek early resolution, they can ask a manager to relay their concerns to the individual.
Supported conversation – if the individuals involved agree that early resolution is possible this can be supported through an informal discussion. Such meetings can be offered by a third party, e.g. a manager or HR representative, and involve supporting the employees to have a face to face conversation to start rebuilding relationships. During this process employees can be supported by their Trade Union representative or a work colleague. A record of the agreed outcomes will be provided by the third party to all participants.
Mediation – the manager may suggest this to the parties involved to actively support early resolution. Mediation is voluntary and has a clear structure. It offers a safe and constructive approach to enable the parties to problem solve and develop a realistic agreement that meets all their needs. The trained mediators are impartial and they do not take sides or offer solutions but promote and support good conversation. What is said in mediation is confidential and cannot be disclosed or used in any subsequent procedure.
Formal process/procedure
If early resolution is unsuccessful or the bullying or harassing behaviour is significant or persistent in nature, the employee or manager may initiate the formal procedure.
In such cases the manager will assess any risk to determine what supports can be put in place to allow the employees to continue working together during this period e.g. alternate shift patterns. Where this is inappropriate, the employee alleged to have demonstrated the bullying and/or harassing behaviours will be moved to an alternate placement unless the complainant requests a move, or there is a legitimate service need which dictates that the other employee cannot be moved.
To initiate the formal procedure the employee should write to their manager or where this is not possible, or appropriate, to the next level of management. The communication should detail the employee(s) alleged to be demonstrating these behaviours and the nature of these. The employee may access a confidential contact or HR for advice, or a trade union representative for support and assistance.
If the employee has chosen to go straight to the formal stage of the procedure, a manager will discuss with the employee why they think early resolution is not appropriate and will offer every support to allow early resolution to take place.
The manager who receives the complaint must acknowledge the complaint in writing within 7 calendar days, using the Standard acknowledgement letter template. The letter outlines the process for either revisiting the possibility of early resolution or the process of investigation to be undertaken in line with the NHSScotland Workforce Policies Investigation Process.
If you require printed materials, either additional copies of the Sexual Harassment: Recognise It, Respond to It posters, or the leaflet, please contact: ggc.staffexperience@ggc.scot.nhs.uk
Other Resources
Self-reflection tool for employees to help reflect on behaviours they are experiencing in the workplace, and to help you determine whether what they are experiencing is harassment: Am I being harassed at work reflection tool
Rape Crisis Scotland – Helpline for anyone over 13 who has experienced sexual violence, no matter when or how it happened. Sexual harassment, whether at work or elsewhere, is a form of sexual violence. Helpline: 08088 010302
NHS Greater Glasgow and Clyde believe that all staff should be able to thrive and flourish at work. It is a core role of the organisation and managers to support staff to enable them to do this.
For a staff member with a disability and / or a long-term health condition, standard working practices should be reasonably adapted to enable that member of staff to continue to work. Doing this will:
Enable the staff member to feel appreciated and valued at work
Help us retain staff and reduce sickness absence
Ensure that we comply with relevant equality legislation
Remove barriers to full participation to all our staff
Implement reasonable adjustments to avoid the time spent managing sickness absences.
Putting in place a reasonable adjustment can mean that a member of staff is treated differently from their colleagues and is in fact what we are required to do under the law. This is the difference between treating team members equally and equitably.
Our Reasonable Adjustment Guidance explains what reasonable adjustments are and how managers should support any of their staff with disabilities or long-term conditions.
Some helpful case studies and links to further resources are below.
Case Study 1 – a member of staff who experiences sensory issues and wears hearing aids
Susanne, aged 23 years, is a newly recruited staff member within an inpatient setting. She is a trainee within the Audiology team. She wears hearing aids in both ears and did not disclose information about her disability during the interview. However, she informed her manager when offered the job. Her manager contacted HR to seek advice about how to proceed and support this recruitment process as well as Susanne with reasonable adjustment to work within the team.
What adjustments would make a difference?
Discussing the role and responsibilities with Susanne.
Speaking with Susanne to gain a greater understanding of her needs.
Making a referral to Occupational Health.
Discussing potential adjustments to equipment or environment that may be required. Providing extra time to carry out record keeping and lengthening appointment time with patients.
Gaining consent from Susanne to disclose information about her needs with the team and specifically her supervisor.
Provision of emotional support from peers and colleagues to ensure Susanne feels that she is heard and listened to.
Creating a personalised fire evacuation plan.
Case Study 2 – an employee returning to work after a long-term sickness absence following a stroke
The experienced employee was referred to Occupational Health (OH) following his return to work after a stroke. He is 41 years old and does not want to go for medical retirement.
The employee has difficulty concentrating, focusing on tasks and can appear to be anxious, and therefore to be struggling physically. During the OH consultation, the employee indicated that his cognition, hearing and physical functions were impacted. He was under the care of rehabilitation for 8 months. Prior to the appointment, the staff member had no clue about any adjustments but was keen to return to work to keep him occupied.
At the rehab centre, he met therapists (OT, Physio, and Audiology) who were able to improve the functioning to manage activities of daily living (ADLs), but this required time.
Key Issues:
The ward environment is busy and distracting.
Having difficulty remembering processes and therefore anxious that they appear to be not coping, which affects physical functioning such as typing/ writing.
Unable to walk long distances.
Adjustments suggested:
The OH Staff Nurse identified and proposed a graded return to work with increased meetings with the supervisor. Would be happy for workplace adjustments passport to be completed covering:
Support with routine planning.
To use a quiet office to complete his written work, such as care plans.
Prepare check lists for tasks/processes.
Using flowcharts to make following processes easier, as the standard operating processes contained too much information, which caused confusion.
During rounds/meetings, they use a note-taking app on their work phone.
Use of aid when walking.
Taking frequent breaks as and when required.
Flexibility to work from home when too tired to stay on site. It was noted throughout this agreement that duties would gradually increase and skills improve.
Case Study 3 – Member of staff entering the menopause
Anna is a nurse in a community setting. About 4 years ago – aged 48, she stared to notice symptoms. “Not the stereotypical night sweats and changes to my periods, but struggled with sleeping, sore joints, low mood and generally not feeling myself”.
She was lacking in confidence – been in her job a long time so was feeling that she should be at the top of her game, but couldn’t remember things, was worried about driving, prescribing and stressed that she would make mistakes at work.
Lucky that she worked where there are lots of colleagues who were really supportive and said that it sounded like the peri-menopause. They suggested Anna had a chat with her GP who provided her medication.
Anna didn’t talk to her line manager about it at the time, because she felt that she should have been able to manage things. Anna didn’t want to be seen to be moaning or seen as weak. While she feels she should have been able to, Anna didn’t have that relationship with her line manager at that time.
What adjustments would have made a difference?
The single biggest thing that would have made a difference is some flexibility with start times. Her team had an 8.30am meeting before the clinic day starts and Anna liked be present at the meeting, not rushing in at 8.30am. If she’d had had a bad night with no sleep, that was incredibly difficult for her. Just to have known it was OK to text and say ‘had a bad night’ and get support from her manager to start a bit later, took away a lot of her stress and anxiety.
The other thing that was important was emotional support from peers and colleagues. Just someone to off-load to, have a chat and listen to.
Anna reflects that this needs a gentle approach because people might not be ready to accept the stage they are at, can be resistant to accepting that the symptoms are menopause. Her experience was that self-care is a big thing too – not just about medication.
Case Study 4 – adjustments for individual with Attention Deficit Hyperactivity Disorder
The employee was referred to Occupational Health as a Management referral due to performance and capability issues as a newly qualified Staff Nurse.
The employee had difficulty with focussing on tasks and appeared to be anxious. During the Occupational Health consultation the employee indicated that when they were university they had been diagnosed as having ADHD and had been supported with written work assignments and placements as a student. As this was their first qualified Nurse post they did not know if they needed any adjustments.
As a newly qualified Staff Nurse they had a Preceptor (mentor) who was already providing one to one support to become familiar with the ward and processes to be followed. The Staff Nurse identified that they were developing a good bond with their Preceptor, and would be happy for a workplace adjustments passport to be completed and shared with the Preceptor and the Senior Nursing team.
Issues identified by the Staff Nurse was that they found the ward environment busy and distracting and had difficulty remembering processes and anxious that they appeared to be not coping.
We discussed the Scottish ADHD coalition Guide to ADHD (www.scottishadhdcoalition.org) in the workplace and used this to identify specific issues and solutions that the Staff Nurse may find useful.
Adjustments suggested
Increased meetings with the mentor, initially daily to supervise work and plan the daily tasks.
To work with the Preceptor as buddy rather than ad hoc catch ups.
To use a quiet office to complete her written work, care planning and prepare check list for tasks/ processes.
There was already SOP (standard operating processes) but the Staff Nurse identified they were too much information on them and these caused them difficulty. They realised if they made bullet points they could follow processes easier.
During rounds/ meetings, use a note taking app on their works phone.
Once they became familiar with the ward routine they did not require as much feedback but continued to have meeting with the mentor so any difficulty was identified as soon as possible.
Building a Better Workplace: Working together to ensure our workplace is free of racism.
We want all staff in NHSGGC to feels safe, respected, and valued. Our workplace should always be a place where differences are celebrated and where everyone has the chance to thrive, regardless of their background or identity.
If you believe you or one of your colleagues has been the victim of bullying or harassment, you can find out more information on our factsheet or access the new helpline by calling 0141 201 8545, Monday, Tuesday, Wednesday and Friday from 9am to 4pm and Thursday’s between 12.00pm to 4pm.
There is more information about how to contact HR for support and advice on HR Connect.
If you witness or experience racism, don’t stay silent. Use your voice to challenge it. Remember, bystander intervention can be incredibly powerful.
Talk openly and honestly about race and racism with your colleagues. Open dialogue is key to understanding and building empathy.
Utilize our dedicated channels: If you feel uncomfortable speaking up directly, you can use our confidential Bullying and Harassment Helpline or speak to one of our Bullying and Harassment Confidential Contacts
Get Involved:
Join the BME Staff Network: Connect with colleagues from similar backgrounds, share experiences, and support each other. You can join as a BME member of staff or as an ally.
Attend our Bystander Training: Learn how to effectively intervene in situations of racism and discrimination. See the links to sign up at the bottom of this page.
Become an Ally: Actively support and advocate for colleagues from diverse backgrounds.
Remember, every action, big or small, makes a difference. By speaking up, intervening, and getting involved, we can create a workplace where everyone feels respected and empowered.
Let’s build a Better Workplace, free from racism and discrimination. Together, we can make a positive change.
Active Bystander Training
‘Active Bystander’ is an innovative and award-winning training session which provides skills to challenge unacceptable behaviours, including those which may have become normalised over time. MS Teams sessions currently scheduled for 2024 can be booked via the following links:
Six Resources you can use to help make your workplace inclusive and welcoming.
Speak Up!
if you see have any concerns or issues at work, please Speak up! This could be about your working life, the quality of service we offer or the care provided to our patients. You can find out more about how to Speak Up on our dedicated webpage.
‘Leading a Diverse Workforce, Delivering a Better WorkPlace’
NHS Greater Glasgow and Clyde held our first ever Workforce Equalities Conference for people managers right across the organisation on 20 June 2023. This exciting event brought together our managers to celebrate and share experiences of how we best manage our diverse workforce to deliver great outcomes for our people, patients and communities. Our Conference programme is available to view. In developing the programme, we listened to what was important to our staff. You can watch a video to hear what they told us is important to them.
On the day Anne MacPherson, Director of Human Resources and Organisational Development spoke about our Workforce Equality Action Plan. Anne’s presentation is available to view. Our key note speech was delivered by Professor Laura Serrant and you can view her speech online. We hope that this will be a way for people managers who were not able to attend on the day to share in the learning.
Following the Conference, many attendees asked us for some top tips on what they can do to make their workplace more inclusive. We have shared six key tips in our Resource Pack.
Our subsequent Webinar Series built on the breakout sessions delivered at our Equality, Diversity and Inclusion Conference and offered these and other related insightful and valuable sessions to a larger audience. The Webinar Series included sessions on Peer Support, Reasonable Adjustments (and the Workplace Adjustment Passport), Autism, Staff Authenticity and Equality Legislation.
Active Bystander Training
‘Active Bystander’ is an innovative and award-winning training session which provides skills to challenge unacceptable behaviours, including those which may have become normalised over time. MS Teams sessions currently scheduled for 2024 can be booked via the following links:
We have three Staff Forums and Network for BME, Disabled and LGBTQ+ staff members and their allies. These are staff led groups of employees, established to support colleagues in having their voices heard in respect of experiences working for NHSGGC.
Each Forum/Network has an appointed Chair and a growing membership of around 120 to150 people.
The invitation to join a Forum/Network is open to everyone – please click the relevant tile below to find out more about joining and becoming a member.
We are committed to supporting our staff equality groups and have named Human Resource contacts to provide consistent support, information and advice to the Chair and members, with HR specific enquires and concerns.
Our Staff Forums and Network are inclusive, engaging and passionate, offering support, access and opportunity. Members are invited to share lived experiences if they choose, and exchange ideas and recommendations for continuous improvement. The Forums/Network enable constructive conversations and are a powerful source of influence.
Our commitment is to provide a safe, inclusive and diverse workplace.
Our staff’s wellbeing sits at the centre of all that we do. We all have a part to play in making sure that we provide an inclusive environment. An environment free from discrimination, bullying and harassment, enables everyone to achieve their full potential at work.
We will address any form of discrimination, bullying or harassment, intended or accidental, through our Once For Scotland Policies.
Additional to our organisational commitment, every employee has an equal responsibility for their own actions. Your responsibility is to ensure that you act in a safe and responsible manner.
If you feel that you are being harassed, bullied or discriminated against in any way, or if you are aware of harassment, bullying, discrimination affecting others, you are supported and encouraged to raise the matter through the appropriate channels quickly, to ensure the correct action is taken.
Thank you for your continued support in ‘Growing our Great Community’.
The Black And Minority Ethnic (BME) Staff Network was established in 2018. This followed a consultation with key stakeholders about their lived experience. The Network is working closely with the Workforce Equality Group to continuously improve the workplace experience of BME staff.
If you would like to join the Network, please contact: ggc.bmestaffnetwork@nhs.scot. If you wish to join the Network’s mailing list, please be assured that your personal details will not be disclosed. You can be part of the Network anonymously. Emails sent will always be blind copied.
You can join our Facebook NHSGGC – BAME Staff Network by contacting us, or by clicking the button below. There are some details required to verify that requests are from NHS Greater Glasgow and Clyde (NHSGGC) employees. Please remember that this Network is private, and confidentiality is expected from each member – this is a safe, trust-based space.
Dr Sajid Farid is a Consultant Physician (Stroke Services) and was appointed as Co-Chair of the NHSGGC BME Network in August 2023. He serves as the Chair of the British Medical Association (BMA) Scottish Race Equality Forum (SREF), making him the first person of Pakistani origin to lead any branch of the BMA. His contributions to healthcare professionals from ethnic minorities are significant, as he provides support, advocacy, mentoring, and coaching. Dr Farid is a founding member of the Association of Pakistani Physicians-Surgeons and Allied Professionals Scotland and a pioneer member of BMA SREF. He is also an International Medical Graduate champion and actively supports initiatives such as Whistleblowing and the Speak Up campaign.
Mara Sese is an Operating Department Practitioner in Glasgow Royal Infirmary, Theatres Department and has worked with NHGGGC since 2013. Mara is an active member of Migrants Voice and attends the annual Scottish Women’s Convention to discuss women’s health. Mara has a strong vision to grow the Network as well as mentoring and supporting new members to actively participate. One of Mara’s key ambitions is for the Network to help support new international recruits, as they settle into their new workplaces and a new country.
If you would like to join the BME Network, please email ggc.bmestaffnetwork@nhs.scot for more information. The network is for both BME members of staff and for allies.
Aims
Provide a safe, supportive and confidential forum for sharing experiences.
Network and discuss identified issues that affect members of staff from BME groups.
Act as a platform for consultation and influence on issues impacting on the health, wellbeing and work of BME staff.
Facilitate opportunities for feedback on staff governance issues in relation to the experience of BME staff.
Applications for the Year 2 Leadership Skills Programme for employees from black and minority ethnic communities in NHS Greater Glasgow and Clyde are now closed. If you would like to register your interest for future programmes, please email ggc.staffexperience@ggc.scot.nhs.uk
NHSGGC BME Leadership Stories
NHSGGC continues on our journey to maximise inclusion and diversity within our workforce.
We complimented our existing portfolio of management and leadership development provision with our ‘Developing Leadership Skills’ programme specifically for Black and Minority Ethnic employees in NHSGGC.
The first programme was delivered online via MS Teams from October 2022 to March 2023. Feedback from our staff participating is detailed below. Details of our next programme feature in the ‘Developing Leadership Skills Programme 2023/24’ section above.
David Ejim
“Since completing the training, I have taken up a promotion at the NHSGGC Care Home Collaborative as a Quality Improvement Advisor, which I credit in no small part to the Programme. In addition to building my confidence to go for this post, the training helped me develop skills which I use daily in my current role. I know the BME Leadership Development Programme has enriched my practice and therefore strongly recommend it.”
Kamaljit Khalsa
“I am Dr Kamaljit Khalsa, a Consultant Medical Microbiology based at the Queen Elizabeth University Hospital. I have just completed the BME Leadership Development Programme run by NHS Greater Glasgow & Clyde. The programme highlighted the value of diversity and equality within team settings. By networking and engaging with people from across the whole organisation it was useful to hear about some of the struggles and challenges faced including unconscious bias. Going forward we built on some common goals, ideas and aspirations. The small accountability groups enabled us to engage and gain support from one another. I would highly recommend this programme and feel it has improved my confidence, leadership skills and realised the importance of looking oneself.”
Dr Esther Azi
“I am Esther Azi, a Specialty Doctor with the West of Scotland Sexual Assault Response Co-ordination Services (SARCS). I was privileged to be part of the pioneer cohort that underwent the BME Leadership Development Programme.
I must say it was a rich and well packaged programme. From the brilliant facilitator Gillian Neish, the amazing colleagues from NHSGGC, I met and interacted with over six months from all disciplines and cadres, to the guest speakers with lived experiences and huge wealth of knowledge.
The programmed spanned six months, it was well spaced out and the virtual component allowed for flexibility. The break out sessions made it quite engaging and stimulating and the blend of reflective writing, oral presentations and life hacks from guest speakers made it possible for me to leave the programme with a lot of skills and confidence in approaching CV writing, interviews, leading teams and being assertive in the face of bullying or discrimination.
I particularly enjoyed the mindfulness and wellbeing moments we observed during each session, reminding us to take care of ourselves so we could give our best to our patients, the team, and the organisation at large. Joining the BME Network during the programme also meant I had on-going support after the course, as we were constantly reminded ‘support networks are their weight in gold’.
Since the programme, I have taken the initiative to lead on a project, which has made me more confident in putting forward ideas, working across different teams and be solution driven.
In all, I would highly recommend this programme for future cohorts. This would entail full participation to get the full range of tangible and intangible benefits.
Black History Month 2023
In October 2023, the BME Network celebrated Black History Month with a series of events and providing resources that support staff and are there to improve the staff experience. We look forward to working on plans for Black History Month 2024.
Black History Month – Staff Profiles
Harrison S. Salifu
“I work at the Royal Alexandra Hospital in Paisley, as a General Medicine Band 5 Staff Nurse.
“My favourite thing about my job is meeting people from different parts of the world, from different cultures, at their lowest moment. This humbled me to love everyone no matter the circumstance, and provide the best of care to them. I get true life advice, especially from the older patients, on how to have a better life in Scotland.
“Good and better access to healthcare is the number one solution to current mental health issues in our society. Anything that prevents people from having access leads to serious mental health issues which also affect productivity.”
Tracyanne Grandison
“I am a respiratory clinical research nurse within the Glasgow Clinical Research Facility (GCRF). I am mainly based at Gartnavel General Hospital, but my job role can take me to any NHSGGC site as required.
“The best thing about my role is when a drug or procedure is licensed or approved for a therapeutic area, and patients comment on how much it has helped them. I am extremely proud to have been a part of the team that worked hard to gather the required data necessary for this to be possible.
“Access to healthcare matters because it empowers everyone to advocate for themselves, regardless of socio-economic status. It will be easier to engage with the more vulnerable individuals in the community, and they are more likely to access the necessary healthcare required in a timely manner.
“This can create a strong sense of community and responsibility of our health, better health outcomes, better treatment compliance and reduced healthcare costs associated with non-compliance.”
South Asian Heritage Month 2023
In August 2023, the BME Network held an event to celebrate South Asian Heritage Month. Details of this event, with photographs, can be viewed by clicking this link.
National NHS Minority Ethnic Network
NHSGGC Board and BME Staff Network are committed to supporting to the National NHS Minority Ethnic Network, established in 2021. The key work streams are:
Employment
Recruitment – Selection – Development – Career Progression
In July 2023, we launched our first BME Network Newsletter which can be viewed by clicking this link. Future Newsletters will be included on this page.
Accurate employee equality data enables us to make the right provisions for our staff. Monitoring diversity at all stages of the employee journey is an important means of growing and nurturing an inclusive workplace. It enables us to ensure our staff population is a direct representation of the patient population we serve.
We collect, analyse and publish employee equality data on our staff regularly, which helps us identify gaps and improvement opportunities. Understanding the demographics of our staff, we can better support everyone.
NHSGGC collect data on ethnicity, religion, age, marital status, disability, sex, sexual orientation and gender reassignment. These are all protected characteristics under the Equality Act 2010. As an organisation committed to equality of opportunity, it is important that we hold accurate data demonstrating our diverse staff group. We adhere to GDPR, confidentiality and data protection at all times.
We use employee information anonymously to generate data. This data helps us to ensure equality of opportunity in all areas of the employee journey. It enables us to develop policies and implement initiatives which ensure progress as an equal and inclusive employer.
We ask and encourage you to update and maintain your personal employee equality data on eESS. This enables us to continuously improve as an equal opportunities employer. It ensure the right resources, facilities and support are available for you.
If you would like to discuss employee data and how this can benefit you and the organisation, please contact ggc.staffexperience@ggc.scot.nhs.uk
The NHSGGC LGBTQ+ Staff Forum is a group of staff who identify as lesbian, gay, bisexual, transgender, queer inclusive (LGBTQ+), and our allies.
The group aims to create a safe and welcoming space for staff members within our LGBTQ+ community. We have social activities, a programme of events, and formal as well as informal meetings.
If you would like to join our Forum please complete our online Form. If you wish to join the Forum’s mailing list, please be assured that your personal details will not be disclosed. You can also be part of the LGBTQ+ Forum anonymously. Emails sent will always be blind copied.
The Forum has a social media presence on Facebook and X (formerly Twitter) (@LgbtStaffForum).
The LGBTQ+ Forum has arranged for LGBTI Awareness Workshops, which are open to all staff. The workshops will broadly cover terms and definitions, social challenges facing LGBTI people, legal rights for LGBTI people, top tips and correct language and do’s and don’ts for inclusion, ending with a Q&A. It is intended to help people gain a greater level of confidence and be less afraid of getting things wrong when dealing with or supporting LGBTI people.
These sessions commence at 10.00am and run for approximately one hour. You can register by clicking on the date you wish to attend: 22 May 2024 and 26 July 2024.
LGBTQIA+ Peer Support Hub Training Day
The training is for colleagues who wish to explore the role and requirements of a Peer Supporter and have the support of their line manager to implement peer support in their local team. The date and booking link is noted below. Delegates should note the following prerequisites for completion before the training day:
Delegates to complete the online module ‘Looking after Yourself and Others’ (NHS staff). The module is packed with essential hints and tips on how to look after your wellbeing and the wellbeing of others. It is available for NHS staff on Learnpro, module GCC 277 and for HSCP social care staff, on their Local Authority learning platforms or ‘Introduction to Psychological Wellbeing and Peer Support’ (Local Authority Staff). Alternatively, staff can view this content via live online or face-to-face 45-minute sessions, which have received excellent feedback. Upcoming MS Teams online sessions are listed on the Peer Support webpage and are available for all staff employed by NHSGGC and/or HSCP to book and attend: Peer Support Network – NHSGGC
Delegates to discuss with their line manager aims for Peer Support and staff wellbeing in their team and / or service. Post course, delegates will be asked to agree with their line manager an action plan to implement local Peer Support and identify the time and resources to do this.
It is important to consider your own wellbeing before thinking about supporting others. Please consider whether you are in the position to support your colleagues before you attend this training to become a Peer Supporter.
Next training: 23/05/2024 9:30am-4:30pm New Victoria ACH, Level 2, Room 16A (Admin Corridor) Book Here
Forum Chairs
Andy Wyllie is Chair of the Forum, with Ross McCready our Vice Chair.
Andy, Senior Unscheduled Care Nurse, Leverndale Hospital
“As Chair of the LGBTQ+ forum, I bring over 20 years of experience within NHS Scotland, dedicated to promoting inclusivity. I have collaborated with various forums, including Police Scotland, the Scottish Ambulance Service and the Scottish Fire & Rescue, fostering cooperation across diverse sectors. It is an immense privilege and honour to advocate for positive change, ensuring the needs of the LGBTQ+ community are met with empathy and respect. I am committed to working with Ross and the Forum members to drive progress and create a more equitable forum, amplifying voices and cultivating a compassionate environment within NHSGGC.”
Ross, Interim Business Administration Manager, West Dunbartonshire HSCP
“I’m very driven to promote and support our diverse NHSGGC colleagues, I want to work alongside Andy to build and strengthen our Forum to make our community proud. I want to promote a safe and confident environment for both our LGBTQ+ staff and allies.”
Our LGBTQ+ forum aims to:
Create visibility for LGBTQ+ people within our organisation
Create visibility for LGBTQ+ people within our organisation
Provide a point of contact and sign posting
Actively be involved in policy development within NHSGGC
Be as accessible as possible with a mailing list, meetings, activities, events, and social media presence
Provide networking opportunities with other forums and groups
Please contact us at lgbtforum@ggc.scot.nhs.uk for meeting links, if you would like to join our meetings.
Wednesday 15 May 2024 at 11.00am to 12.00pm
Tuesday 13 August 2024 at 11.00am to 12.00pm
Thursday 14 November 2024 at 11.00am to 12.00pm
Pride 2024
In June 2023, within NHS Greater Glasgow and Clyde, the LGBTQ+ community and our allies came together to show support for our LGBTQ+ community. Throughout the month we raised awareness of progress made and highlight the challenges that still exist for many of us. As well as holding Pride Stalls across our sites, we also had an LGBTI awareness session, Pride Quiz and Walking Tour.
Planning for Pride 2024 is underway and more details will be added in due course. If you are interested in taking part in Pride planning, please email lgbtforum@ggc.scot.nhs.uk for more information – planning meeting dates are as follows:
Wednesday 21 February 2024 at 10.00am to 11.00am
Wednesday 20 March 2024 at 10.00am to 11.00am
Wednesday 24 April 2024 at 10.00am to 11.00am
Tuesday 28 May 2024 at 10.00am to 11.00am
NHS Scotland Pride Badge
The NHS Scotland Pride Badge promotes inclusion for LGBTQ+ people and makes a statement that there’s no place for discrimination in NHS Scotland. Visit our page to find out more.
Pronouns Guide
NHS Greater Glasgow and Clyde is passionate about staff being able to be their authentic self. By staff expressing their preferred pronouns and having these used correctly, we can be treat each other with dignity and respect. The Pronouns Guide has been developed to provide some background to gender identity, pronoun use, what we can all do and links to further reading.
Useful Links
Our members have found the following links useful resources. If you would like to suggest any more for inclusion, please email lgbtforum@ggc.scot.nhs.uk
