Search results for ‘Subject term:"staff development"’ Sort:
Results 1 - 10 of 96
‘Career preference’, ‘transients’ and ‘converts’: a study of social workers' retention in child protection and welfare
- Author:
- BURNS Kenneth
- Journal article citation:
- British Journal of Social Work, 41(3), April 2011, pp.520-538.
- Publisher:
- Oxford University Press
Low retention of social workers in statutory child protection and welfare work has been identified as a problem. This paper reports on the findings of a study that examined the retention of front line child protection and welfare social workers in one Health Service Executive area in the Republic of Ireland. Interviews were undertaken with 35 social workers and senior social work practitioners who were working in child protection and welfare and with 10 participants who had left their employment as child protection and welfare social workers. Whilst familiar themes, such as organisational supports and social exchanges with peers, were highlighted as important in social workers' decisions to stay or leave, a grounded analysis of the data highlighted the importance of a theme not previously presented in the research literature. The participants made links between their understandings of career pathways for newly qualified social workers and what they perceived as the key role play by child protection and welfare in ‘proving’ or inducting newly qualified social workers and the likelihood of their retention in this sector. This analysis led to the construction of a career preference typology with 3 ‘types’ of social worker: ‘career preference’, ‘transients’ and ‘converts’. This article explores how each of these 3 groups’ understandings of a career in social work influenced their employment decisions and the likelihood of their retention within child protection and welfare.
Developing new managers and deputies guide
- Author:
- SKILLS FOR CARE
- Publisher:
- Skills for Care
- Place of publication:
- Leeds
When a registered manager leaves their post and there is no back-up plan, a lack of stability or continuity will impact the quality of care. Creating a pipeline of new managers is crucial and something that all care providers should be doing. Identifying talent and understanding what learning opportunities are available to prepare your aspiring managers to become a deputy, care or registered manager. This guide includes practical examples and checklists. It is based on what we have learned through our work with aspiring managers and the programmes that have supported them to develop. It builds on our 'Developing and supporting managers and deputies step-by-step route', including suggested timeframes and what funding is available. Sections cover: identifying talent; developing talent; developing new managers and deputies; developing future registered managers; supporting new managers and deputies; case studies - progressing into management. (Edited publisher abstract)
Improving staff retention: a guide for line managers and employers
- Author:
- NHS EMPLOYERS
- Publisher:
- NHS Employers
- Publication year:
- 2022
- Pagination:
- 40
- Place of publication:
- London
This guide aims to support line managers and employers to consider the key areas which affect workforce retention. It includes the enablers of retention, the organisational priorities which need to be in place to support our NHS people and the practical interventions which directly impact on your employees’ experience at work. The NHS People Promise, launched as part of the NHS People Plan for 2020/21, sets out what our NHS people can expect from their leaders and from each other. Each section of this guide is aligned with one of the seven core elements that make up the NHS People Promise, so that you can work to bring this to life in your organisation. ICSs have a role in supporting retention of staff across the health and care system, both as employers themselves and through enabling collaboration between individual employers where beneficial. This guide can help system leaders identify the actions they can take to support retention of the system’s ‘one workforce’. Topics covered include: shaping organisational culture; understanding data; communicating with staff; supporting new staff and those moving roles; supporting international staff; development and career planning; supporting staff in late career; flexible working; flexible retirement; health and wellbeing; recognising and rewarding staff; making improvement and change; next steps; evaluating impact. (Edited publisher abstract)
Talent management: developing leadership not just leaders
- Author:
- MASSIE Sarah
- Publisher:
- King's Fund
- Publication year:
- 2015
- Pagination:
- 23
- Place of publication:
- London
This guide looks at the key aspects of a holistic talent management and succession planning approach. Drawing on current research into collective leadership, the guide focuses on the three core pillars of implementing a talent management strategy – recruitment, development, retention and deployment – before looking at succession planning. This guide is intended to enable board members and senior leaders to challenge their current thinking on managing talent and succession planning and to help them decide which processes and systems need to be in place to support the recruitment, development, retention and deployment of a future agile and mobile workforce. (Edited publisher abstract)
Developing youth workers: career ladders for sector stability
- Authors:
- THOMPSON Ashleigh, SHOCKLEY Carrie
- Journal article citation:
- Children and Youth Services Review, 35(3), 2013, pp.447-452.
- Publisher:
- Elsevier
Youth development principles advocate for supporting young people, while the staff who work with them face chronic issues like heavy workloads and poor support which are linked to job turnover. Case studies present the academic and career paths of three urban youth workers from the US to help understand how and why education experiences result in job promotion and professional retention for youth workers. The case studies reveal insights into their perceived supports and impact of participation, as well as how they overcame barriers and connected learning to working. Findings from interviews provide insights for improving stability in youth sector. Recommendations based on findings are highlighted for practitioners. (Edited publisher abstract)
Working party on recruitment, retention and career progression of social workers
- Author:
- NATIONAL JOINT COUNCIL FOR LOCAL GOVERNMENT SERVICES
- Publisher:
- National Joint Council for Local Government Services
- Publication year:
- 2011
- Pagination:
- 163p.
- Place of publication:
- London
This is the final report of the NJC working party on social worker recruitment and career progression. The working party was established in January 2010 in order to examine how the recruitment, retention and career progression of social workers might be improved through initiatives based around the existing national pay framework. The report contains a comprehensive set of role profiles encompassing the full range of social worker roles. The working party produced an interim report in March 2010. The recommendations in that interim report involved some attempts to help councils to develop their social work jobs and career structures to encourage staff to stay in frontline practice. Since the interim report, a significant piece of work was undertaken to: prepare sample role profiles; assess the costs of potential outcomes; and obtain an assessment of any possible equal pay risks. The working party believes that the benchmark role profiles will be provide a good framework to assist employers in assessing their existing hierarchy of jobs and in developing new types of jobs and teams.
Adult social care workforce: recruitment and retention implementation plan: September 2011
- Author:
- SKILLS FOR CARE
- Publisher:
- Skills for Care
- Publication year:
- 2011
- Pagination:
- 8p.
- Place of publication:
- Leeds
This implementation plan sets out a strategy to expand and strengthen recruitment and retention practices within the adult social care sector in England. Effective recruitment and retention practices are key to ensuring that the sector is able to attract, develop and retain a workforce of quality that will be capable of delivering the new transformation agenda for adult social care. This document sets out a practical framework that sets out the issues and proposes ways to develop a response. It is cross-referenced to the implementation plan for Skills for Care’s ‘Workforce Development Strategy Capable, Confident and Skilled’. The following key themes are covered: promoting social care; attracting a diverse workforce; managing new interests and recruits; retention; research and intelligence; and standards, learning and qualifications.
Retaining novices to become expert child protection practitioners: creating career pathways in direct practice
- Authors:
- HEALY Karen, MEAGHER Gabrielle, CULLIN Joel
- Journal article citation:
- British Journal of Social Work, 39(2), March 2009, pp.299-317.
- Publisher:
- Oxford University Press
In many post-industrial countries, concerns have been raised about high turnover of professional staff and the high proportion of novice practitioners on the frontline in child protection agencies. High turnover imposes costs on individual practitioners, employing organizations, service users (particularly vulnerable children) and society more broadly. This study analyzed the views of employers, policy makers and researchers in Australia, England and Sweden about factors contributing to high turnover at the frontline. We find that a combination of retention disincentives (push factors) and alternative career opportunities (pull factors) contributes to high turnover among frontline practitioners. Based on these findings, we propose a strategy for enhancing workforce retention at the frontline in child protection. The strategy involves creation of a career pathway that enables, and encourages, novice child protection workers to become advanced practitioners.
Non-participation in the employment retention and advancement study: a quantitative descriptive analysis
- Authors:
- GOODMAN Alissa, SIANESI Barbara
- Publisher:
- Corporate Document Services; Great Britain. Department for Work and Pensions
- Publication year:
- 2007
- Pagination:
- 141p.
- Place of publication:
- Leeds
The Employment Retention and Advancement (ERA) study can provide unbiased estimates of the impact of ERA only for that subset of the eligibles who were offered the possibility of taking part in the experiment and who agreed to do so. This report explores, in detail, how representative of the full eligible population the ERA study participants are by first documenting the incidence of non-participation and then testing for the presence of any systematic differences between non-participants and participants in terms of observed characteristics and subsequent outcomes.
Do not forget about your volunteers: a qualitative analysis of factors influencing volunteer turnover
- Author:
- SKOGLUND Andrea Galiette
- Journal article citation:
- Health and Social Work, 31(3), August 2006, pp.217-220.
- Publisher:
- Oxford University Press
Individuals who manage and oversee volunteer programs face a challenge of orienting, training and monitoring volunteers as well as retaining these volunteers. This article reports on a qualitative analysis to obtain feedback on volunteers experiences in Caring Hearts, a volunteer-based bereavement program administered at a military hospital in Texas in the United States. The survey was prompted by a decline in volunteer participation in the program. The survey responses found that: i) volunteers feel alone in their volunteer work; ii) more attention could be given to ongoing training and professional development; and iii) there are ample opportunities to cultivate their role identity as Caring Hearts volunteers.