update document review

.gitignore

@@ -25,4 +25,5 @@ review/tests/_snaps/*
 !review/temp/.gitkeep
 # Any docx files
 *.[dD][oO][cC][xX]
-*.tmp
+*.tmp
+inst/doc

DESCRIPTION

@@ -27,7 +27,8 @@ Imports:
     htmlwidgets,
     shinyWidgets,
     ggplot2,
-    janitor
+    janitor,
+    markdown
 Suggests:
     pkgload,
     usethis,
@@ -38,7 +39,6 @@ Suggests:
     officedown,
     officer,
     purrr,
-    markdown,
     rmarkdown,
     rprojroot,
     testthat,
@@ -50,3 +50,4 @@ Encoding: UTF-8
 LazyData: true
 RoxygenNote: 7.3.1
 Config/testthat/edition: 3
+VignetteBuilder: knitr

inst/app/www/assets/markdown/01_introduction.md

@@ -2,7 +2,7 @@
 
 Organisations with 250 or more employees are required by the government to report on their gender pay gap each year. The <a href="https://www.legislation.gov.uk/uksi/2017/353/schedule/1/made" target="_blank">**Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017**</a> sets out the specific obligations.
 
-__The gender pay gap shows the difference in the average pay between all men and women in an organisation.__ It is different to equal pay, which examines the pay differences between men and women who carry out the same or similar jobs, or work of equal value. It is unlawful to pay people unequally because they are a man or a woman.
+__The gender pay gap shows the difference in the average pay between men and women in an organisation.__ It is different to equal pay, which examines the pay differences between men and women who carry out the same or similar jobs, or work of equal value. It is unlawful to pay people unequally because they are a man or a woman.
 
 This report provides analysis of the gender pay gap for the NHSBSA and sets out what we are doing to address it in our organisation. 
 The analysis is based on a snapshot of all NHSBSA employees as of __31 March 2023__. Data is from the electronic staff record (ESR) data and is dependent on staff reporting their protected characteristics on ESR (via ESR self service). Analysis is based on the <a href = "https://www.gov.uk/government/publications/gender-pay-gap-reporting-guidance-for-employers/preparing-your-data" target = "_blank"> **government’s methodology** </a> for calculating the difference in pay between women and men. This ensures calculations are consistent across organisations. Bonus gender pay gap is not reported as NHSBSA bonus payment scheme was phased out in September 2021.

inst/app/www/assets/markdown/02_headcount_2.md

@@ -4,4 +4,4 @@ The NHSBSA uses NHS Agenda for Change (AfC) pay bands. Bands differ based on res
 
 The NHSBSA has eight directorates, ranging in headcount size. 
 
-The chart shows employee counts and gender percentages for each pay band and directorate. They also compare this year to the previous five years. All directorates except 'Digital, Data & Technology' have a greater percentage of women than men.
+The chart shows employee counts and gender percentages for each pay band and directorate. They also compare this year to the previous five years. All directorates but one have a greater percentage of women than men.

inst/app/www/assets/markdown/03_gender_pay_gap_2.md

@@ -1,7 +1,5 @@
 ### Mean and median gender pay gap by AfC band and directorate
 
-The chart illustrates the gender pay gap across various AfC bands. It shows that in Bands 2 to 4, the pay gap is small. In Bands 5, 7, and 8d, women's earnings are higher than those of men. Band 9, however, presents an 8% pay gap favouring men.
+The chart illustrates the gender pay gap across various AfC bands. It shows that in Bands 2 to 4, the pay gap is small. In Bands 5, 7, and 8d, women's earnings are higher than those of men. Band 9, however, presents an 8% pay gap favouring men, this is likely to be due to the length of service and very low numbers within that band.
 
-In non-AfC pay bands, women represent 58% of the workforce. Yet, they are more commonly found in roles associated with lower pay when grouped by hourly earnings. In contrast, roles such as NHS Executive and Senior Manager positions are more frequently held by men. This pattern is a factor in the gender pay gap within non-AfC pay band.
-
-The Finance, Commercial, and Estates directorate shows the largest gender pay gap at the directorate level, with an over 18% discrepancy in mean and median hourly pay. Conversely, women in the Strategy, Performance, Business Development, and Growth directorates earn more than men, on both mean and median hourly pay.
+In non-AfC pay bands, women represent 58% of the workforce. Yet, they are more commonly found in roles associated with lower pay when grouped by hourly earnings. In contrast, roles such as NHS Executive and Senior Manager positions are more frequently held by men. This pattern is a factor in the gender pay gap within non-AfC pay band. We have a number of programmes aimed at womens development including leadership development, which have contributed to an increase representation of women at more senior roles.

inst/app/www/assets/markdown/04_quartile.md

@@ -2,7 +2,7 @@
 
 ### Proportion of men and women in each pay quartile
 
-The chart shows the proportion of men and women in each pay quartile compared to the overall NHSBSA workforce. This clearly shows a lower proportion of women in the highest pay band (48.7%) relative to their share of the NHSBSA workforce (60.5%), in March 2023. 
+The chart shows the proportion of men and women in each pay quartile compared to the overall NHSBSA workforce. This shows that the gender split of most pay bands favour women, and in the highest pay band there is an almost equal representation of men and women. Also evident is that relative to their share of the NHSBSA workforce overall (60.5%), the highest pay band has a lower proportion of women (48.7%) in March 2023.
 
 Review the chart for insights from previous reporting years.
 

inst/app/www/assets/markdown/05_action.md

@@ -1,39 +1,47 @@
-##  Actions to remove the gender pay gap
+## Actions to remove the gender pay gap
 
 ### Addressing the gender pay gap
 
 The NHSBSA is committed to addressing our gender pay gap and achieving equal representation between men and women across all pay bands. We are undertaking a wide range of actions, many of which are aimed at increasing the representation of women in senior roles within our organisation. During the last year significant progress has been made in the following areas:
 
-- Launching our new Diversity and Inclusion Strategy for 2022-25 which includes key objectives specifically to address the under-representation of women in our leadership community.
+-   Embedding our <a href="https://www.nhsbsa.nhs.uk/sites/default/files/2022-07/Diversity%20and%20Inclusion%20Strategy%20%281%29.pdf" target="_blank">**Diversity and Inclusion Strategy 2022-25**</a> which includes key objectives specifically to address the under-representation of women in our leadership community.
 
--	We have introduced mandatory gender diverse recruitment panels for all recruitment processes, requiring all shortlisting and interview panels to have a gender balance. This follows a successful pilot where it was demonstrated that diverse recruitment panels reduce recruitment bias towards male applicants and contributed to improving the proportion of successful female candidates by over 10%.
+-   We have introduced mandatory gender diverse recruitment panels for all recruitment processes, requiring all shortlisting and interview panels to have a gender balance. This follows a successful pilot where it was demonstrated that diverse recruitment panels reduce recruitment bias towards male applicants and contributed to improving the proportion of successful female candidates by over 10%.
 
--	Designing, developing and delivering a new in-house Reciprocal Mentoring for Inclusion Programme. This programme is intended to bring about organisational change around diversity and inclusion issues, including those relating to women’s equality, whilst also supporting individual learning and development for under-represented colleagues, and building leadership capability around these issues. 
+-   Our bespoke Reciprocal Mentoring for Inclusion Programme which is now entering the third year of delivery. This programme is intended to bring about organisational change around diversity and inclusion issues, including those relating to women's equality, whilst also supporting individual learning and development for under-represented colleagues, and building leadership capability around these issues.
 
--	Our Shadow Board initiative as part of our leadership development offer, with ring-fenced seats for colleagues from the equality groups we are under-represented by at senior levels within the NHSBSA, including women. Each Shadow Board member is also sponsored by a member of our Leadership Team for further development. The Shadow Board meet the day before each main Board to debate, provide constructive challenge and feedback on Board agenda items. This initiative helps us to develop our aspiring future leaders and provides an opportunity to proactively address the under-representation of women within our senior leadership community.
+-   Our Shadow Board initiative as part of our leadership development offer, with ring-fenced seats for colleagues from the equality groups we are under-represented by at senior levels within the NHSBSA, including women. Each Shadow Board member is also sponsored by a member of our Leadership Team for further development. The Shadow Board meet the day before each main Board to debate, provide constructive challenge and feedback on Board agenda items. This initiative helps us to develop our aspiring future leaders and provides an opportunity to proactively address the under-representation of women within our senior leadership community.
 
--	Our Women’s Colleague Network increases the voice of female colleagues and contributes to the career development of our female colleagues. Focussing on issues specific to women, it links with our other wellbeing and inclusion colleague networks to provide an intersectional focus and also links to the above Shadow Board. Through their lived experience, network members act as a ‘critical friend’ to the NHSBSA to help identify any issues or barriers in relation to practices and policies to ensure they are as inclusive as possible. Membership of the network is open to all female colleagues, regardless of role or pay band, and also provides learning and development opportunities as well as networking and peer support.
+-   Our Women's Colleague Network increases the voice of female colleagues and contributes to the career development of our female colleagues. Focusing on issues specific to women, input has most recently been provided on a review of womens development and opportunities. The network links with our other wellbeing and inclusion colleague networks to provide an intersectional focus and also links to the above Shadow Board. Through their lived experience, network members provide feedback and input to the NHSBSA to help identify any issues or barriers in relation to practices and policies to ensure they are as inclusive as possible. Membership of the network is open to all colleagues identifying as a woman or who are gender diverse, regardless of role or pay band, and also provides learning and development opportunities as well as networking and peer support.
 
--	Our Springboard development programme is open to all female colleagues and supports them to build a personal development plan, focussed on their strengths, values and personal aspirations. It aims to act as a springboard to increase confidence and capability, encouraging women to maximise their potential and explore career opportunities.
+-   Our Springboard development programme is open to all female colleagues and supports them to build a personal development plan, focussed on their strengths, values and personal aspirations. It aims to act as a springboard to increase confidence and capability, encouraging women to maximise their potential and explore career opportunities. We have recently reviewed the effectiveness of this programme with past participants, and will continue to make improvements based on this and feedback received.
+
+-   We have expanded our menopause support for colleagues and we have achieved accreditation as a 'Menopause Friendly Workplace'. We have trained female and male 'Menopause Champions' who provide support to colleagues and raise awareness amongst colleagues and managers through delivery of training sessions for teams and 'Menopause cafes' which are safe spaces for colleagues to share their experiences and provide support to each other. We have also developed guidance for managers on how to best support colleagues through menopause.
+
+-   Other awareness and communications campaigns have been delivered to colleagues and externally, such as those for International Women's Day, which raise awareness of female role models working at a senior level within the NHSBSA or in a traditionally male-dominated occupation, and we have promoted learning and development opportunities such as external Women in Leadership events.
+
+-   We have begun to work on our approach to social mobility and addressing socio-economic disadvantage, and this will begin to have an impact on the diversity of the workforce in the future, ensuring that colleagues have opportunities to progress upwardly or laterally, in line with their aspirations.
+
+-   We have achieved accreditation with Employers for Carers, implementing best practice, support and policy/process for people who are carers, by working with both our womens colleague network and disability and neurodiversity network.
 
--	We have expanded our menopause support for colleagues and are working towards becoming accredited as a ‘Menopause Friendly Workplace’. We have trained female and male ‘Menopause Champions’ who provide support to colleagues and raise awareness amongst colleagues and managers through delivery of training sessions for teams and ‘Menopause cafes’ which are safe spaces for colleagues to share their experiences and provide support to each other. We have also developed guidance for managers on how to best support colleagues through menopause.
 
--	Other awareness and communications campaigns have been delivered to colleagues and externally, such as those for International Women’s Day, which raise awareness of female role models working at a senior level within the NHSBSA or in a traditionally male-dominated occupation, and we have promoted learning and development opportunities such as external Women in Leadership events.
 
 ### Continue to build on this progress by focusing on:
-              
--	Continuing our in-house Reciprocal Mentoring for Inclusion Programme with a second cohort underway and plans for a rolling programme of cohorts.
 
-•	Maximising development opportunities for female colleagues with potential to increase the representation of women at senior levels, including continuing to support new Shadow Board members and ensuring that all members have sponsorship from a Leadership Team member to support their career development and aspirations. 
+-   Continuing our in-house Reciprocal Mentoring for Inclusion Programme with a third cohort plans to evaluate the success of the programme overall so far.
+
+-   Maximising development opportunities for colleagues, including utilising our volunteering offer to encourage skills sharing and personal development. We will continue to support new Shadow Board members and ensuring that all members have sponsorship from a Leadership Team member to support their career development and aspirations.
+
+-   Developing and retaining our people, enhancing potential and attracting diverse external talent which forms part of our talent management strategy. We are refreshing our appraisal and PDP process with input from our Women's Colleague Network and working collaboratively with external organisations and others to offer opportunities to participate in external talent programmes.
 
--	Developing and retaining our people, enhancing potential and attracting diverse external talent which forms part of our talent management strategy. We are refreshing our appraisal and PDP process with input from our Women’s Colleague Network and working collaboratively with the NHS Leadership Academy and others to offer opportunities to participate in external talent programmes.
+-   Assessing our menopause support by continuing participating in the 'Menopause Friendly Workplace' accreditation scheme, which will help us identify any further support we need to put in place for colleagues
 
--	Assessing our menopause support by participating in the ‘Menopause Friendly Workplace’ accreditation scheme, which will help us identify any further support we need to put in place for colleagues
+-   Supporting our Women's Colleague Network, empowering them to work on areas and issues they identify for action in collaboration with the Colleague Experience and Social Impact Team and other colleague networks, and ensuring their voice is maximised.
 
--	Supporting our Women’s Colleague Network, empowering them to work on areas and issues they identify for action in collaboration with the Colleague Experience Team and other colleague networks, and ensuring their voice is maximised.
+-   Continuing to update our family-friendly HR policies to ensure they are as accessible, inclusive and engaging as possible and developing supporting guidance for colleagues and managers and increasing awareness of these through promotional campaigns.
 
--	Continuing to update our family-friendly HR policies to ensure they are as accessible, inclusive and engaging as possible and developing supporting guidance for colleagues and managers and increasing awareness of these through promotional campaigns.
+-   Continuing to actively seek feedback from our women colleagues about their work/life balance needs as a hybrid working organisation.
 
--	Continuing to actively seek feedback from our female colleagues about their work/life balance needs as we transition into a fully hybrid working organisation.
+-   Reviewing and updating our approach to colleagues who are carers to ensure they are supported and can work flexibly in their roles within our organisation and maintaining our Employers for Carers accreditation ensuring we embrace best practice in this area.
 
--	Reviewing and updating our approach to colleagues who are carers to ensure they are supported and can work flexibly in their roles within our organisation.
+-   Introducing our approach to social mobility, embedding best practice and intersectionality throughout this approach and engaging colleagues within that to empower them and to create change and opportunity.

vignettes/nhsbsaGPG.Rmd

@@ -0,0 +1,19 @@
+---
+title: "nhsbsaGPG"
+output: rmarkdown::html_vignette
+vignette: >
+  %\VignetteIndexEntry{nhsbsaGPG}
+  %\VignetteEngine{knitr::rmarkdown}
+  %\VignetteEncoding{UTF-8}
+---
+
+```{r, include = FALSE}
+knitr::opts_chunk$set(
+  collapse = TRUE,
+  comment = "#>"
+)
+```
+
+```{r setup}
+library(nhsbsaGPG)
+```