Building the resilience of the workforce – our approach Dominique Kent Chief Operating Officer The Good Care Group
Our Company • Providers of award winning, high quality home care services since 2009 • Registered in England, Scotland and Isle Of Man • Employs over 700 people • Founders/Management team passionate about service ethos in the care market – we want to make a difference • Specialist in care of conditions- Dementia, Parkinson’s, MS, Stroke and End of Life Care • Ambition to be market leading, set standards and professionalise care • A desire to be the employer of choice • Rated Outstanding by CQC
Our Clients • Older individuals and couples • Average age 82 • Decision Makers: – Clients – Daughters arranging care – Sons – financial/legal aspects – CCG’s • Specialist care needs: – 75% with Dementia – 10% with Parkinson’s – 15% with Mobility and general frailty health concerns
Our Services • Live in Care – High quality, 24 hour care at home – Flexible 4 -5 day service – Subject to assessment, rota, number of days • Day Care – London only • Respite – Give our family carers a much needed break – Sample our service – developing an ongoing relationship – Access expertise and support – Discounted weekly fee for repeat bookings after a total of 4 weeks
Our Professional Carers • Carers are employed • Market leading employment packages to attract talent and longevity, performance related pay which incentivises people to learn • Carers referral bonus • Flexible working and rota patterns • Innovative training, blended aproach • Professional development • Support in placement – 24/7 helpline • Committed to communication and engagement, critical for a remote workforce • Skilled workforce!! (not unskilled)
Challenges we have faced • Historical growth 40% year on year • Care recruitment crisis – ‘live in’ is not for everyone • Specialist skill set – a need for ‘exceptional’ carers • Despite the offer, training and ethos we have experienced issues with retention • Not being able to benchmark our turnover performance with like for like providers • The role of a live in carer vs. other care sector roles • Leading, managing and engaging a remote workforce • The challenges of lone working; a lack of resilience within the role • Effective communication, right tools • Enabling effective development pathways remotely
What have we reviewed? • Performance Management • Care Pathway with Manager to Carer contact • Recruitment and Selection Process • Competencies and Psychometrics • Leadership development -organisationally • Occupational Health input • Wellbeing programme • Care Managers’ skills – our front line leaders
Recruitment & Selection Process • Reviewed the interview process, values based • Are our competencies the right ones? • How do we test this? • How do we know who is a ‘star performer’ and who isn't? • How can we use psychometrics and know we are getting the best from them – are we using the right tool?
Use of Psychometrics • Using psychometrics makes the selection process safer and more balanced • The test highlights issues to explore and underpins concerns observed but harder to validate during the selection day • NB – psychometrics are not a template
Recruitment & Selection Process • Revised interview process • Designed and implemented a new interview framework • Checklist for both the telephone and face to face interview aligned to new competencies • Psychometric test introduced • Introduction of the selection day • Ongoing review and assessment throughout induction week with feedback
Occupational Health Input • Guidance on good health and wellbeing • Looking at individuals’ needs • How do we support our carers to develop resilience? – Regular exercise – Getting enough sleep – Positive thinking – Building strong relationships – Setting specific and achievable goals that match personal values and build self confidence – Exploring Mind Tools
Our leaders
Summary • Competency based framework for recruitment tailored to the service as much as possible • Competencies built from the bottom up • Profiling using psychometrics • A structured selection process that is made up of a number of facets (telephone, face to face, selection day, psychometrics) • Training – robust induction and ongoing programme • Regular meaningful contact – focus on wellbeing • An on-going development programme for care staff and management • Reviewed support – introduction of rapid response and relief teams • Results in improved turnover
Any questions?
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