Breaking down barriers to career progression

Overview

North Cheshire and Mersey NHS Foundation Trust (NCM) identified a lack of diversity across its senior management, despite a diverse workforce. Representation remained low, with only nine senior AHPs and 24 nurses and midwives from black, Asian and minority ethnic backgrounds in Band 7 and 8 roles. 

In response, the Your Future, Your Way programme was established to explore barriers faced by these groups, break these barriers down and promote greater equity across the workforce. The impact of this programme was recognised in the NHS Excellence Awards, where the programme won regionally in the Valuing our People category.

Key benefits and outcomes

• Increased awareness and openness among senior leaders, including reflection on unconscious bias.
• Safe space for participants to share lived experiences, strengthening understanding and empathy.
• Visible shifts in attitudes and behaviours across leadership teams.
• Enhanced opportunities for career progression.
• Stronger organisational commitment to equity and inclusion within the workforce.

What the organisation faced

NCM identified that colleagues from ethnic minority backgrounds were under‑represented in senior leadership roles. Workforce Race Equality Standard (WRES) data and NHS Staff Survey findings further highlighted that non‑white colleagues experienced reduced access to development and career progression opportunities. In response, the chief nursing officer and the organisation development (OD) team developed the Your Future, Your Way (YFYW) programme to address these inequities and support more equitable career pathways.

What the organisation did

Aligned to its organisational objective to grow and develop a workforce for the future, the YFYW programme was developed to nurture talent and meet long‑term workforce needs. A structured development programme was designed and delivered in collaboration with the chief nursing officer and the OD team. The programme combined expert input from guest speakers and subject matter specialists and comprises of two integrated components. 

Programme participants were paired up with sponsors to increase their visibility, and increase access to new career opportunities. The pairs were encouraged to meet in a manner that was suitable for them, with varying frequencies of meetings. Flexibility based on the relationship was key, with some meeting in their workplace, some for a coffee, others going for a walk, and a handful just sharing informal messages. This approach created dedicated space for individuals to explore networking opportunities, helping to build confidence and overcome perceived barriers to career progression. Through this, the organisation not only supported individual progression but also worked to influence senior leaders’ perspectives, promoting a more inclusive and proactive approach to identifying and developing emerging talent.

1. Senior Leadership Development and Sponsorship (Part A)
   To strengthen inclusive leadership skills, senior managers explore their leadership impact and develop understanding of the barriers faced by ethnic minority colleagues. They commit to acting as active sponsors, using their influence to champion equity and support others’ progression. Sponsors had training to outline the purpose and expectations of their roles, enhance their coaching skills and on how to nurture the new partnerships.
2. Leadership Development and Career Progression Pathway (Part B)
   Underrepresented nurses, midwives, AHPs, and corporate colleagues take part in a structured leadership qualification, completing a change project in their area and career development pathway, building confidence, capability, and a strong progression network. This part of the programme is aligned with a Level 3 Chartered Management Institute (CMI) accredited qualification, which provides formal assessment and professional recognition for delegates. it has embedded practical learning through live change projects, enabling participants to actively develop and demonstrate leadership skills in their roles. In addition, delegates receive application and interview skills training and engage in tailored mock interviews aligned to individual career aspirations.

The programme includes a celebration session, which provides space for delegates to present their change projects, share feedback and learning from their sponsorship relationships and includes the presentation CMI qualification certificates by the chief executive. Through this strategic approach, the programme uplifts colleagues and helps build a more inclusive leadership pipeline.

Results and benefits

Since the start of the programme in October 2022:

• Between 2023 and 2025 there has been an increase in BME Band 7+ representation from 6.5 per cent to over 7.5 per cent, strengthening workforce diversity and patient outcome.
• 15 BAME staff received promotions or transitioned into a role that is in-line with their aspirations following the completion of the programme.
• 43 senior leaders, including the chief executive, have engaged in Part A of the programme and supported junior colleagues - this has helped break down barriers and create meaningful networks between staff.
• 54 colleagues have engaged with Part B of the programme and achieved a Level 3 CMI accreditation completing a change project in their service.
• 26 different departments have attended Part B of the programme, ensuring senior leaders across the organisation were involved for maximal impact.

Between 2022 and 2024, the NHS Staff Survey response rate increased by 175 per cent. Additionally, the percentage of staff from ethnic backgrounds selecting Agree or Strongly Agree across survey questions rose across a number of questions.

Overcoming obstacles

During the last three cohorts there have been several obstacles to overcome.

• Obstacle 1: Balancing senior leaders’ availability to attend Part A sessions while providing meaningful sponsorship support to Part B participants. Engagement from the chief nurse and chief people officer were integral in supporting and enabling the involvement of senior leaders, setting out why the programme was important. 
  
  Solution: By having a planned programme, sharing dates well in advance for peoples’ diaries and offering support sessions for sponsors also helped to maintain engagement. 
• Obstacle 2: Enabling Part B participants to attend programme sessions during periods of high sickness and workforce pressure, where clinical demands can limit the ability to release staff from ward-based roles. As the programme is accredited attendance is vital as delegates need to demonstrated a minimum level of guided learning hours. 
  
  Solution: In addressing this barrier, line managers were included during the recruitment process for Part B of the programme, prospectus and expectations where made clear to support a managers approval of a request to join the programme. 
• Obstacle 3: Supporting some Part B participants who are completing their first formal academic assignment in the UK, including building confidence in academic writing and expectations. 
  
  Solution: To support delegates on the programme the organisations knowledge and evidence service delivers a session teaching research and academic writing skills. Part B delegates are also assigned a tutor from the OD team and have their sponsor to seek support. Built into the programme is protected time for delegates to complete their change projects and assignments. 
• Obstacle 4: Enabling participants to stay engaged during periods of personal challenge (eg family emergencies or travel abroad), with additional support to help them catch up on missed learning and maintain progress on their projects. 
  
  Solution: The programme includes set tutorial time for delegates where they can access their tutor. The OD team creates a supportive learning environment setting out expectations of the programme and how to access support. Learning material is provided after sessions and extensions and adaptations can be made to accommodate delegates needs. 

Takeaway tips

• Foster psychological safety, make lived experience central and involve different external speakers to broaden perspectives and maintain relevance.
• Engagement across banding is important to mobilise change and involve senior leaders, including executive teams from the start and share the benefits of the change for all involved. 
• Listen to cohort feedback and modify programmes, introducing new elements where needed, such as mock interviews and presentation skills sessions.
• Set clear expectations with line managers regarding the aims of a programme and the support required. 
• Evaluation should be built in, with clear communication that can be followed up to capture post‑programme career progression and outcomes. 
• Position programmes as a targeted addition to existing leadership offers, alongside other leadership development programmes available to all staff.