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Workforce insights – resilience in staffing

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These last 24 months have been tough for everyone and how can we help safeguard one of our important assets – our staff. Insights from my podcast with Martin Green OBE and CEO of Care England and Neil Eastwood founder and author of Saving Social care; -

 

  1. Acceptance is a big area I talk about in my resilience valley and giving the time and space to accept the trauma that people have been going through these last 2 years is important and will help people bounce back. Creating an environment where staff can openly talk and be supported – understanding it is not their fault why certain things happened through Covid and the external regulations that were placed on them.

In one residential care home, they created a ‘Remembrance Garden’ as part of that acceptance of moving forward.

  1. Your support system and community. Peer to Peer support for managers and mentoring is crucial in these times. Create a group where you can chat and meet, even if it is online at times. Share ideas. Outreach to other sectors if you are in home care, contact managers in Residential care, assisted living or sheltered housing.  Two examples of online support – Skills for care registered managers network and John Cunningham’s ‘outstanding Manager’s network’ on Facebook. Join a local care association. Actively outreach.

 

  1. Retaining your good people is never down to one area. Start with creating that listening environment, find out why people are leaving and ensure you implement some of the suggestions to help retain your staff.

 

Break down the data of when people are leaving. There may be pinch points. A lot of people may leave in offer, to acceptance to starting. Then perhaps in the next 90 days. See where you can improve the process and I always found a welcome introduction from the CEO and senior staff in the first 90 days was very important. If they are leaving, get the CEO or Senior management to give them a call which can help in the early days of a turnaround.

 

Work hard on your rostering and balance of the teams, is there too many younger staff or a reliance on agency at one time. Make sure the rotas are planned, organised and out in advance and management training on this area can help.

 

  1. Management Training on the softer skill helps staff retention. Training in Active listening. Blame free language. Managing Conflict. Communication. Non-judgemental approach. Enquiring approach to performance reviews.

 

  1. Recruiting. Create diverse sources away from just online Boards, outreach into the community and look at a source of family carers with part time hours for future roles.

A well run employee referral scheme in my experience can be invaluable and can be up to a 1/3rd of your new recruits.

Connect with the values of the organisation and create Ambassadors within the home, who can go out to the community to build up strong connections and partnerships over time.

Values based recruiting works. Inclusivity and Communication are two values which are important as with others, to look at recruiting around.

Nurses, look at early retirees in healthcare, also perhaps nurses who are maybe leaving the army. Focus on the selling points of social care i.e., people can build up long term relationships with their clients in Nursing.

Resources

1. www.carefriends.co.uk .

2.  Saving social care by Neil Eastwood

3.  www.fgp.com

4. ‘Recruitment and retention secrets for success report’ – Skills for care.

5 Podcast – workforce insights    https://www.buzzsprout.com/988579/9872702

Karl Beckett Resilience and Leadership Coach www.karlbeckett.co.uk

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