Soph Quill, Inclusion Business Partner at Barts Health NHS Trust since April, describes how the UK’s largest trust—with over 25,000 staff across five East London hospitals—is revamping EDI training for bias reflection via interactive scenarios, embedding inclusive recruitment like anonymized shortlisting, and launching a St Bartholomew’s strategy around five SMART priorities: Inclusive Leadership, BHSM reduction, foundational knowledge, recruitment, and departmental development, tracked through metrics and audits.
- Could you provide an overview of Barts Health NHS Trust and share how long you have been associated with the organisation?
Barts Health Trust is one of the UK’s largest health trusts. It has over 25,000 employees and serves the diverse 2.5 million citizens of East London. There are 5 hospitals within the trust: St. Bartholemew’s, The Royal London, Mile End, Whipps Cross and Newham.
I joined the Trust back in April from another public sector organisation, and have been one of three Inclusion Business Partners for the trust since. As part of my role specifically I am currently working on projects in relation in EDI Training as well as Inclusive Recruitment. These aim to ensure that Bart’s Health has an effective and targeted means of delivering EDI related training. As well as ensuring that our recruitment processes exceed best practice – across all protected characteristics, and other characteristics as well – ensuring equity for all at every stage of the recruitment process.
- How is Barts Health NHS Trust redesigning its Equality, Diversity, and Inclusion (EDI) training to actively engage staff and think about personal biases and behaviours?
Bart’s Health is currently going through the process of reviewing and updating its EDI training programmes. The updated training will aim to prompts meaningful reflection on personal biases and behaviours. This involves a shift from compliance focused modules to a skills based approach. EDI is a fast changing field. Because of that, just teaching someone the current state of EDI will have a time limit. But by teaching someone the skills of how to reflect and work using EDI principles will last through these changes.
The first of our trainings which I have done this with is our Inclusive Recruitment Training. The training a highly interactive with an activity for each step of the recruitment process – from job description to onboarding. These activities use real world scenarios and get trainees to identify concerns within them, as well as creating improved, more equitable versions.
One of the activities has each group in the training given a different job description. They have to review the job description and identify what aspects of the description are inclusive and which aren’t. These job descriptions are all based on actual Trust job descriptions and the desirable and improvement examples that we really see. By working through real examples, participants not only build confidence in spotting inclusive and non‑inclusive language, but also generate practical recommendations that can be fed back into recruitment practice. This exercise helps them connect theory to lived organisational documents, making the learning immediately relevant and actionable.
By applying this same principle of using activities to help employees to learn through doing, using real world examples and developing the skills to think about through an inclusion lens.
- How is Barts Health NHS Trust ensuring inclusive delivery within its updated EDI Training Modules?
EDI related training is about more than just the subject that you are teaching. It is also about setting an example of an inclusive way of doing things to others.
This starts with the Module itself and making sure that the content is accessible. With 20% of the global population being neurodiverse, it’s important to ensure that training content is both accessible and a positive experience for those with neurodiversity’s. While there are lots of different aspects to this, some key features include: background colour (creams and greys are preferable), avoiding text in all capital letters, and making sure that pictures used are representative (you can find out more about this in my last conversation with Barry).
Next, it’s the session itself. Making sure that people are paying attention, but have the flexibility to do what they need to do. This starts with providing fidget toys to allow those who use fidget toys to feel comfortable in doing so. Next, movement. With back problems myself, I know how uncomfortable it can be sitting down for extended periods of time. When I am going through the house keeping slide of any training, I make sure to let people know that if they need to stand up, move around, or duck out of the room at any point then that’s ok. Everyone can do whatever they need to do that makes them feel comfortable. At this point I also signpost any facilities/resources available such as quiet rooms, prayer rooms, and mental health first aiders. This makes sure that anyone with need of these services during the session or on the breaks can access them.
Finally, I think about my own actions within the session. I introduce myself with my pro-nouns, encouraging others to do the same. This helps to encourage a sense that everyone can be themselves within the room, as well as creating a respectful environment.
- In what ways does your recruitment training address unconscious bias, and how is it contributing to increasing representation of underrepresented groups across the Trust?
At Bart’s Health we have the Workforce Race Equality Standard and the Workforce Disability Equality Standard. These standards use data-driven metrics to monitor progress and hold NHS organisations accountable for creating more inclusive environments across these areas. One of the current targets for our trust is increasing representation in job roles which are pay band 8a and above (so more senior roles). Our recruitment training is part of ensuring that we achieve this.
Our Recruitment and Selection Training directly tackles unconscious bias through reflective exercises, practical tools, and inclusive design principles. In addition to which, it aims at providing understanding what is and isn’t inclusive within recruitment processes in a way which may not have been considered by attendees previously. It does so by encouraging staff to self-review their hiring patterns, identify potential biases within various scenarios, and consider the impact of different actions of different protected characteristics.
The first activity on the training, focuses on unconscious bias directly. Participants are asked to write the names of last ten people they hired and then analyse patterns in terms of diversity and inclusion. From these patterns people can identify any bias that may be showing within their own recruitment practices. It also allows attendees to compare lists of those hiring for lower pay band roles, with those who are hiring higher pay band roles.
Throughout the rest of the training activities, real world scenarios demonstrate the way in which unconscious bias appears in reality, and asks attendees to come up with alternatives. For example, traditional interviews are not the most inclusive of processes for a whole host of reasons. So, in groups, attendees are each given a job description. And for that job role they must design an inclusive equivalent to a traditional interview process. They then feedback on what they have designed and why that is inclusive. This means that hiring managers start developing the skills to think about interviewing from an inclusion lens, and see what actions they can practically make in hiring to have a positive impact.
Ultimately, this training is one part of the work we are doing to ensure that our recruitment practices are as inclusive as they can be and increasing representation in those higher pay band roles.
- What inclusive recruitment practices are being integrated into your training programmes to better equip hiring managers and recruiters to attract, assess, and select diverse talent?
When I first joined the trust, I began by looking at Inclusive Recruitment best practice from numerous sources, including: Accrediting bodies (e.g. Stonewall, Disability Confident), research and subject matter experts. I compiled the information given into a matrix, where every spreadsheet tab represented a different stage of the recruitment process. Within each tab, there was a list of all characteristics I had researched (all the protective characteristics, plus others like socio-economic background, carers and military veterans) with best practice next to each. Through working with the recruitment team, I was then able to identify which areas of best practice we were already achieving and which areas we needed to focus on. We then compiled this into an action plan which ourselves, with the help of a working group, are currently working on.
The process side of things is crucial, because it limits the number of points within the recruitment process where bias can have an impact. For example, the more personal information a hiring manager receives about a candidate at short listing, the more bias will be involved in the process. Studies have shown that those with non-white British sounds names take 78% longer to get an interview – with the exact same CV. This figure only gets worse of the individuals’ qualifications are from outside of the UK. Currently, hiring managers can’t see the name of the candidate. But as they can see where someone’s qualifications were from, and which departments and locations they have worked in previously, hiring managers do see that personal information. Bias can be created because of this information, and with internal candidates, it can be possible to identify people from this information. We are therefore looking at removing these, so that as part of the shortlisting process bias is minimised. While training is still part of our plan, this idea of changing processes will ultimately have a larger impact in terms of removing bias.
By embedding these process changes into our recruitment systems, we are creating a foundation where bias is structurally minimised rather than left to individual discretion. Alongside this, our training programmes are being redesigned to equip hiring managers and recruiters with the skills to recognise and challenge bias, use inclusive language, and apply consistent criteria when assessing candidates.
- When developing the EDI strategy for St. Bartholemew’s Hospital, what goals are being identified?
When we set out to develop the EDI strategy for St Bartholomew’s Hospital, we wanted to make something which was specific to the needs of that hospital within the trust, and that it had tangible actions which we could track the improvements of over time. Creating SMART objectives as part of the strategy, as well as an action plan to go alongside the strategy were important for us in terms of achieving success. But, in order to ensure that our strategy had a clear focus and direction, we identified five strategic priorities to base the strategy around. These are: Inclusive Leadership, BHSM (Bullying, Harassment and Sexual Misconduct), Foundational EDI Knowledge, Recruitment and Departmental EDI Development. I’ll run through each of these for you now.
Inclusive Leadership – As part of any organisational strategy, it’s important to ensure that those who can have the biggest impact in achieving your goals are involved. And this means ensuring that our leaders are part of the process, and have the knowledge and skills needed to lead by example.
BHSM – Our employees annually complete a staff survey, that data of which gets used by the Trust to identify improvements. One area that we are keen to improve on is reducing our bullying, harassment and sexual misconduct data. But it’s important to acknowledge that creating a culture where people feel psychologically safe to report occurrences and that they will be confident in the outcomes of reporting is a key first step to this.
Foundational EDI Knowledge – Not everyone is an EDI expert. And as much as I would always encourage everyone to be curious, learn, and build their understanding, it’s important to recognise that people start from different places. That’s why our training programmes focus on providing a clear baseline of knowledge: what equity, diversity, and inclusion really mean in practice, why they matter to our Trust, and how they connect to everyday behaviours and decisions. By establishing this shared foundation, we ensure that all staff — regardless of prior experience — have the confidence to engage with EDI principles, apply them consistently, and contribute to creating a more inclusive culture.
Recruitment -Inclusive recruitment at a site level is critical because it ensures that local teams reflect the communities they serve and benefit from a diversity of perspectives. By embedding inclusive practices directly into site‑based recruitment, we reduce the risk of bias. It also helps hiring managers feel ownership of inclusion, rather than seeing it as a centralised directive. When sites actively apply inclusive recruitment principles — like offering reasonable adjustments at interview and accessible interview formats — they create fairer opportunities for candidates, strengthen trust with staff networks, and build teams that are more resilient, innovative, and representative of the population.
Departmental EDI Development – Departmental development is the next critical layer, ensuring that inclusive recruitment practices are not only embedded at the site level but also tailored to the unique needs and cultures of individual departments. Each department has its own workforce challenges, skill requirements, and community interactions, so developing inclusive approaches locally helps managers take ownership and adapt best practice to their context. By reviewing departmental recruitment data, identifying patterns of under‑representation, and co‑creating solutions with staff networks, we can build recruitment strategies that are both consistent across the Trust and responsive to local realities. This departmental focus also strengthens accountability, as managers see how inclusive recruitment directly impacts their team’s diversity, resilience, and ability to deliver high‑quality patient care.
Together, these five strategic priorities form a comprehensive framework that addresses both cultural and structural aspects of equity, diversity, and inclusion at St Bartholomew’s Hospital. By combining leadership accountability, a commitment to tackling bullying and misconduct, a shared baseline of EDI knowledge, and embedding inclusive recruitment at both site and departmental levels, we are creating a strategy that is practical, measurable, and sustainable. This approach ensures that inclusion is not treated as a standalone initiative, but as a core part of how the hospital operates day‑to‑day, shaping the experiences of staff and patients alike and driving long‑term cultural change across the Trust.
- How will the success of the newly introduced EDI strategy at St Bartholemew’s Hospital be measured, monitored, and reported to ensure accountability and continuous improvement?
The success of the newly introduced EDI strategy at St Bartholemew’s Hospital will be measured through a combination of quantitative data, qualitative feedback, and process-level accountability. We’ve designed a multi-layered approach that ensures both transparency and continuous improvement.
Firstly, we’ll track key metrics aligned to our strategic aims—for example, an increase in diversity at Band 8a and above roles following inclusive recruitment interventions, improved manager confidence through pre- and post-training surveys, and growth in training uptake within hotspot departments. These indicators are not just numbers; they reflect lived experience and signal whether our interventions are creating meaningful change.
Monitoring will be embedded into our operational rhythm. Inclusion Business Partners will audit GSS departments quarterly, using a standardised set of EDI audit criteria. These audits will surface both strengths and gaps, allowing us to tailor support and share best practice across sites. We’ll also use tools like trainer reflection surveys and post-session evaluations to capture emerging themes and refine our training offer in real time.
Reporting will be both internal and external. Internally, we’ll hold weekly site-level catch-ups to review progress, troubleshoot barriers, and ensure alignment across the Trust. Externally, we’ll publish an annual EDI impact report that includes data trends, case studies, and reflections from staff networks—ensuring transparency and inviting scrutiny.
Ultimately, success will be defined not just by implementation, but by cultural shift. That’s why we’ve built in feedback loops, co-designed action plans with departments, and created escalation pathways that empower managers to act. This strategy isn’t static—it’s a living framework that evolves with our workforce, and I’m committed to ensuring it delivers measurable, inclusive change.
- Are there any organisations, companies, or programmes that you or Barts Health NHS Trust admire or draw inspiration from in your EDI efforts?
In the world of EDI there are so many people to draw inspiration from it’s hard to know who to choose. Previously I have spoken about my personal inspirations with yourself, but for this occasion I’d like to talk about inspirational colleagues at Barts Health Trust.
First of all, we have so many volunteers working to support EDI at Barts Health Trust, that we are all forever grateful for. From all of our Staff Network Co-chairs and site leads who help us to drive change at the trust from so many different perspectives. Then to our inclusion ambassadors who sit on our senior interview panels to ensure an inclusive presence an perspective on those panels. We also have voluntary facilitators for a few Inclusion related programmes, And finally, Inclusion Signposters who help to signpost colleagues to supportive resources. As a trust, we are so grateful, for all the work and time that these volunteers are able to provide.
I am also supportive to the leaders of our organisation. They are so supportive in progressing change, open to ideas, and generally want to make a difference. I can’t emphasise how much of a difference that makes. Without support from above making change is incredibly difficult, so I can’t thank them enough.