Retention, Recruitment, Skills

1. Developing the social services workforce Retention, Recruitment, Skills Edinburgh 28/3/18 Wifi: Wifipassword:

2. Retention in the social services workforce Recruitment and retention in the voluntary sector Alison Christie Michelle Nairn

3. What we will talk about today: • HR Voluntary Sector/ CCPS Benchmarking 2017/18- recruitment and retention key findings and comparisons with Scottish Government research • What the findings mean for voluntary sector providers of social services • What the sector is doing to address recruitment and retention challenges

4. Benchmarking in the Voluntary Sector • 10 years Analysed by University of Strathclyde 3rd year of qualitative interviews • 24, 500 staff employed across participating organisations • Organisations vary in size but most are social care providers achieving consistently high grades from the Care Inspectorate • Diversity is above sector average for gender, ethnicity and disability • 85% undertake staff engagement surveys • 74% dependent on local authority funding (an increasing trend) • Includem • Key Supports • Turning Point • SAMH • Richmond Fellowship • CarrGomm • Children 1st • Loretto • ARK Housing • Queen's Cross Housing Association • Hansel • Barony Housing Association • Beild Housing Association • CHSS • Sense Scotland • Community Integrated Care • Kibble • Enable • Scottish Autism • Capability Scotland • Ayrshire Hospice • Blackwood • CamphillTiphereth • Link Housing Association • Cornerstone • Crossreach • Quarriers • Aberlour • The Action Group • Gamh • St Columbus Hospice • Simon Community Scotland

5. Recruitment qualitative stuff here! “… we were almost just recruiting to stand still in terms of head count. […] all the management folk out at services involved in recruitment process is…all that money, all that time, all that training, all that…you know, and we’re not even standing still” “…attracting people into the care sector in the first place, absolutely is difficult. It’s been helped obviously by the increase in living wage, but it is becoming an ever more competitive place to recruit I would say” “And we maybe end up getting something we don’t want and…we might end up doing well in a particular framework tender and then although it’s like incremental stuff which is the best way to get it, all of a sudden that…in that area, work’s coming out our ears. You can’t predict. You know, it’s just… it’s the unpredictability”

6. Recruitment and retention is like a ‘trying to fill a leaky bucket’ 2016/17 2017/18

7. Recruitment • 93% report recruitment of frontline staff very or quite difficult • 69% indicated recruitment needs being higher than the previous year • Too few applicants, lack of skills/ quality and low pay were cited as the main reasons posts are hard to fill

8. Retention • Turnover averages 19.3% • Half of participants have higher turnover with two above 30% • Average length of service for leavers is over one year; 31% showing over five years service • New job, career prospects and pay and conditions the most common reasons for leaving • 46% stayed in health and social care sector • 9% leaving sector

9. What does this mean for providers? • Over 50% had to increase budget for recruitment • 48% reported an increase in training needs • Over 50% stated their training budget had stayed the same or decreased • 84% used agency support staff • 36% of part time staff work beyond contracted hours • Impact for people using services

10. What we are doing about it • Retention working group • Retention pilot project- year long Exit Interview study – 12 organisations taking part • Strathclyde University – Supporting the wider Analysis – ensure anonymity • Exploring other Retention Strategies which have been adopted in other industries • Recruitment working group • Employability pilot with Workers Education Association and Lloyds Banking Group • Case Studies of Careers in Social Care to capture the diversity and range of options • Looking at how we Market Jobs in the Sector • How we recruit – recognise that the application process is onerous as we have so many checks and balances

11. Conclusion • Taking a pro- active approach and working collaboratively with other providers in direct competition for staff and services • Profiling staff career journeys • Innovation in recruitment processes • Supporting recommendations of NHSCWP - Part 2 • Continuing to contribute to recruitment/ retention evidence base • Service sustainability

12. Thank You www:http://www.ccpscotland.org/workforce-development-network Twitter:@workforceCCPS