Using data to effectively recruit and retain staff 5 th November - - PowerPoint PPT Presentation

Using data to effectively recruit and retain staff 5th November 2019

Introduction to the day & house-keeping

@skillsforcare @sfc_LondonSE

How well do you know the social care sector…?

1) What’s the average turnover of care workers in London? 2) And what’s the average turnover rate for registered managers in London? 3) What’s the average hourly pay for a care worker in London? 4) What’s the percentage of care workers aged 55 and over in the South East? 5) What’s the percentage of care workers in the South East with a relevant social care qualification?

Answers

Average turnover rate of care workers in London – 32.6% For domiciliary care services it’s 35%

Answers

Average turnover rate for registered managers in London – 17.6% Almost a fifth of registered managers left their role in the previous 12 months

Answers

Average hourly pay for a care worker in London - £8.41

Answers

Percentage of care workers aged 55 and over in the South East – 20% The average age of a care worker is 41

Answers

Percentage of care workers in the South East with a relevant social care qualification – 47% www.skillsforcare.org.uk/workforceintelligence

Adult Social Care Workforce Data Set (ASC-WDS) …. Known as ASC Workforce Data Set

What is it?

• The Adult Social Care Workforce Data Set (ASC-WDS) is an online data collection service that

covers the adult social care workforce in England. It was previously known as the National Minimum Data Set for Social Care (NMDS-SC).

• The data collected in ASC-WDS helps Skills for Care identify workforce issues affecting the
• sector. This allows us to represent you to the Government, to the Department for Health and

Social Care (DHSC), to the Care Quality Commission (CQC) and other key sector bodies.

• It's the leading source of workforce information for the whole adult social care sector.
• I’ll be showing you some examples later

https://www.skillsforcare.org.uk/adult-social- care-workforce-data/Workforce- intelligence/Home.aspx

Why join ASC-WDS?

• Having an ASC-WDS account means you can access funding to train and upskill your staff. This

is done via the Workforce Development Fund.

• Existing ASC-WDS account holders from 20,000 work places value the service as the place to

record all their staff training and qualifications. The service will soon provide alerts when training is going out of date as well as giving an overall view of your workforce.

What we’re building next

We’re listening to user feedback coming in via the links at the top of each page in the service. Based

• n your feedback, our top three priorities are:
• sorting - the ability to sort your staff records alphabetically
• training expiry - you’ll see a flag to show where training has expired or will shortly expire
• training report - we’re working on designs to show you what training and qualifications each

worker has along with the ability to download that information. We’re testing these designs with users before moving into the build phase.

Training and qualifications

We’re also designing a new area within the service for training and qualifications information. If you already have an ASC-WDS account your training data has been migrated and your feedback shows us that you really value this aspect of the service. We’re looking at defining and reporting against mandatory training, showing which qualifications are eligible for WDF, the ability to filter staff records based on different criteria, the ability to use your information as evidence for CQC and other valuable features.

New account holders – you can now join ASC-WDS

When you’re ready to get set up, go to https://asc-wds.skillsforcare.org.uk and hit the ‘Create an account’ link.

Planning your recruitment

What’s the cost of recruitment?

There are lots of variables when calculating the total cost of recruitment. Every care provider will have a different approach to how they cover for the loss of staff and what activities they do to recruit and replace them. Whilst retaining all staff may be an unachievable goal, knowing what the cost of recruitment is for your organisation can help you plan in practical ways to reduce it. See the template on our website, and the example: https://www.skillsforcare.org.uk/Recruitment- retention/planning-your-recruitment/planning-your-recruitment.aspx

Workforce planning

Over half of employers we spoke to with a turnover rate of less than 10% had a workforce plan, which helps them to:

• act strategically rather than reactively
• target the right people with the right values, skills and behaviors
• build on what they know works well
• support staff development.

Workforce planning - resources

Why do you need to recruit?

• Shout out your reasons for needing to recruit new staff

Reasons for recruitment – what are the main reasons?

You need to recruit because…

• A recent starter has left your organisation
• Someone has retired
• Someone has been dismissed
• You’ve additional staffing needs because you’ve taken on more work/hours and need capacity
• Someone has been promoted from the role, eg a carer has moved into a senior carer role

What worked well previously?

Do you know where you recruited from, last time? Do you record this information in ASC-WDS?

• Was it from another local organisation?
• Was it a college leaver?
• Was it an unemployed person or returner to work?

How did you recruit last time?

• Word of mouth/your staff
• Adverts - online? Local press? Social media? Other?
• JCP/Colleges/jobs fairs?

If you know why people leave…

How will it help you in your recruitment campaign?

How do you compare with other employers?

The local market

Where are you going to recruit from?

• From within your organisation
• Local labour market – unemployed and young

people/school or college leavers

• people already in work and looking to move – we know that

78% of leavers remain in adult social care

Growing your own

▪ Before looking outside, what potential do you have to promote someone who already works for your organisation? ▪ Would it be more cost effective to support existing staff to take

• n the new roles?

▪ Consider: The cost of additional training and qualifications to the cost of a recruitment campaign, AND what could you claim via WDF, do you want to harness the existing knowledge and skills from staff, OR would you benefit from a new worker/fresh view? ▪ Think ahead – do you have a succession planning strategy?

The local labour market

https://www.nomisweb.co.uk/reports/lmp/la/contents.aspx In time this information will be available on ASC-WDS

Where can you find this information?

The local community

• Using staff to recruit for you
• Raising your visibility in the local area
• Local colleges – do you know how many people are on Health and Social Care courses in your

local area?

• How many schools and colleges run these courses in your area and how connected are you?

Local intelligence

https://www.camden.gov.uk/adult-community-learning

Succession planning

A key way to help you plan ahead so you’re not always recruiting urgently to fill a gap is to look at your staff demographics.

• How old are they?
• Are staff due to retire?
• What can you do to support staff to move into those roles?
• How can you harness those years of expertise and experience to

the benefit of the people who use your services?

Learning from others

▪ Making evidence-based decisions – look at the reports we publish and at some of the data science (learning using models and data to predict

• utcomes) – it’s not as technical as it may sound!

▪ Read our case studies and look at our resources ▪ Talk to your newest recruits – what was it that attracted them to the advert in the first place?

Thanks for listening!

Lee Stribling Workforce Intelligence Project Manager E: lee.stribling@skillsforcare.org.uk M: 078113 92584 Connect with me on LinkedIn Follow me on Twitter: @sfc_LeeS

Using ASC-WDS – our approach

Marisa Spice, Nellsar

Recruiting the right people

Varied challenges

▪ Too many applicants without the right qualities. ▪ Not enough applicants. ▪ Can recruit OK but a high proportion of leavers.

To attract, develop and retain a quality workforce

High turnover rates High vacancy rates Urgency to recruit The wrong recruits

The cost of getting it wrong

▪ The cost of replacing leavers. (www.cipd.co.uk). ▪ Potential negative impact on existing staff. ▪ Quality and continuity of care.

Using ASC-WDS data to monitor turnover

• How soon after starting in post are people

leaving?

• A high number of people leaving within the first

few weeks or months could indicate that you’re not taking on the right type of people

• Benchmark your turnover against other local

providers

What else is the data telling us about turnover?

Values and behaviours-based recruitment and retention (VBR)

▪ To assess values, behaviours and attitudes not often assessed in ‘traditional’ recruitment practices. ▪ To look beyond someone’s job history and qualifications. ▪ To get to know the real person, taking into account experiences from all areas of their life, not just previous paid employment. ▪ To send a clear message about what the organisational values are and demonstrate that they are integral and important – the bedrock of everything you do. ▪ To ensure the candidate’s values are aligned with the organisational values, ensuring people fit with your culture.

What is it?

Why does VBR matter?

Because employers tell us it works

Are you REALLY doing VBR?

Organisational values

• The guiding principles that are most important to the
• employer. These principles are used to define the right and

wrong ways of working and help to inform important decisions and choices

• They help to set the culture and require a collective

understanding to ensure staff embrace the chosen values and uphold them

• Organisational values can include: being accountable;

making a difference; delivering quality; being reliable; meeting deadlines; respecting company policy & rules, & respecting others

“Our values underpin our vision and purpose, as they guide us in all that we do”

▪ Honesty in how we behave. ▪ Aspirational in our approach. ▪ Accountability for our actions. ▪ Recognition of peoples contribution and worth. ▪ Trust in each other. Values are underpinned by ‘I’ statements: ▪ I will listen to others. ▪ I will understand and respond. ▪ I will respect others. ▪ I will be honest and open. ▪ I will participate and contribute. ▪ I will take informed risk. ▪ I will find things to celebrate. ▪ No decision about me, without me.

A holistic approach

Example

Job Type: Full and part-time roles available Required licence or certification: Driving licence We are currently recruiting support workers to deliver support to clients within their own homes. The support provided can be different for each individual client and could include: personal care, medication, cleaning, socialising and ensuring that they are safe and well. The shift patterns which we undertake are 06.50 - 14.30 for an early and 15.30 - 22.30 for a late. The shifts are arranged via a default rota pattern which will see set days of working to suit your availability and rota needs. Feel free to contact us to discuss further on 00112 345678. Look forward to hearing from you.

Home care worker

Warrington Community Living

We are looking for people who care regardless of qualifications or

• experience. We care more about you sharing and demonstrating our

values, which are: ▪ Seeing the possibilities to make positive difference. ▪ Valuing and celebrating individuality and diversity. ▪ Supporting rights, needs, choices and dreams. ▪ Being responsible, sustainable and innovative in our work. If you do share our values - and care, we want you!

Can you show us how you would treat the people we support, with the dignity and respect they deserve? Are you courageous, willing to champion quality, and raise concerns?

Varied challenges

▪ Too many applicants without the right qualities. ▪ Not enough applicants. ▪ Can recruit OK but a high proportion of leavers.

To attract, develop and retain a quality workforce

High turnover rates High vacancy rates Urgency to recruit The wrong recruits

Are you ready?

www.skillsforcare.org.uk/values

Coffee Break

Terry Clark Head of Commissioning & Health Integration

Our expectation of providers and how the data is being used locally

sutton.gov.uk

Expectations

Providers submit a return

60

sutton.gov.uk

WHY

• Support - helps local authorities and other organisations tailor support to the

sector.

• Gives us an understanding of the Adult Social Care Workforce
• Can release funding for the sector
• Supports our public policy work
• Allowing organisation to work together using same data sets

61

sutton.gov.uk

How

• Dominant Factor presently - Brexit
• Workforce planning across Health & Social Care market locally
• Training & Support
• Triangulated with other data to understand state of the market

62

sutton.gov.uk 63

A Regional Approach

terry.clark@sutton.gov.uk

Retaining your staff

Secrets of Success

94% of employers with a turnover of less than 10% told us that one of the main activities contributing to staff retention was investing in learning and development

Recording and monitoring staff learning and development

• Employers will be able to access a comprehensive

training package which will enable users to filter their data and run reports

Induction PD Supervision CPD Probation Appraisal

What is the Workforce Development Fund?

A financial contribution towards the cost of workers completing social care qualifications and learning programmes, meaning you can claim back a proportion of the costs incurred on completion of the learning. A list of funded qualifications and learning programmes and their funding value is available: www.skillsforcare.org.uk/WDFqualifications Some examples of what you could claim: ▪ Level 2 Diploma in Care –£600 ▪ Level 3 Diploma in Adult Care – £800 ▪ Level 4 Diploma in Adult Care – £1050 ▪ Lead to Succeed learning programme - £500 ▪ Level 5 Diploma in Leadership & Management for adult care -£1,500 A maximum of £2,000 per learner, per funding year can be claimed. Find out more: www.skillsforcare.org.uk/wdf

Workforce Development Fund

Are you claiming?

• In 18/19 employers in London and the South East

claimed from £60 to over £30,000

• highest amount per individual in 18/19 was £1,200
• In 19/20 it is up to £2,000 per learner per funding

year which would enable for example:

• Level 5 diploma (£1500) + Well Led (£500) or
• Level 5 diploma (£1500) + CPD modules for

managers (£125 each)

• Level 3 apprenticeship standard (£800 for the

diploma + £500 on completion of the standard) + CPD

Leadership & Management programmes

• Lead to Succeed – for aspiring managers and deputies

(£500)

• Well-led – for registered and other managers (£500)
• CPD modules to support manager development (£125):
• Understanding performance management
• Understanding self-management skills
• Understanding workplace culture

Find an endorsed provider at www.skillsforcare.co.uk/findaprovider

WDF – ensuring eligibility

To make a claim from the Workforce Development Fund in 2019-20 you must complete or refresh your ASC Workforce Data Set account. All existing accounts must be updated on or after 1 April 2019 An establishment’s ASC Workforce Data Set account is expected to be an accurate reflection of its workforce. Large

• rganisations may be subject to data quality checks and will

be advised of any issues which will prevent claiming the fund Further guidance here

Analysing data about your own service

ASC-WDS can provide an

• verview of your entire staff team

which allows you to identify trends which may be impacting on retention:

• How long people stay in post
• Hourly rates ofpay
• Sickness rates
• Learning and development

What it may look like

Benchmarking your service against other local providers

ASC-WDS allows you to benchmark your own service against other local services You can also compare your information against regional and national data What it may look like

Using ASC-WDS data to support with PIR completion

• Personal and employment details of each member of staff
• contracted hours
• salary
• sickness
• Learning and development history
• have or are working towards the Care Certificate
• highest level of social care qualifications
• highest level of non-social care qualifications
• Training history

Exercise

Working on your tables please look at the example data report provided.

• What is the report telling you?
• What impact could the issues identified be having on

the business?

• How could you use a similar report within your own

service? Feedback

Scenario 1

What is the first thing you notice? High turnover of under 20s and significantly higher rates of

• sickness. Small % of staff aged under 20, over a quarter of staff aged 50 plus.

What other information could be useful? Length of time compared to turnover rates, ie do younger staff leave very soon after being employed? Age of workers: with 26% of staff aged 50 plus, what are we doing about replacing them or retaining their skills? Do we have a connection with the local community to raise awareness of social care and potentially recruit more young workers? What are the reasons for absence management in the under 20s? Is there a pattern, ie Monday and Friday absences, weekend absences? Is there a pattern in the turnover rates, for example: what are the reasons staff give for leaving the organisation? Are they going to other organisations within social care? What could be the reason for having so few staff aged under 25? Poor perception of working on ASC; lack of local community connections which help to raise awareness of careers in ASC; staff culture – are those in recruitment positions actively encouraging young staff or is there a negative perception about younger workers? Is there an issue within the organisation in terms of recruiting young workers (may see them as being unreliable, not likely to stay or not having the right skills to do the job? What strategies could you consider to address the issues? VBR, ICA, work with JCP; succession planning; absence management policies. Better support for new under 20s to alleviate the high sickness rates if these are due to stress. Exit questionnaires: is there a strategy to identify why people leave? Do they return within a short period of time? Supervision policies and buddy schemes for new recruits?

Scenario 2

What is the first thing you notice? High turnover of younger workers. Also high proportion of workers aged 50 to 60 plus. With 41% of staff aged 50 plus, what are we doing about replacing them or retaining their skills? Turnover rate has increased over the past 2 years, mainly for care workers. Does this have a connection to the increase in turnover for senior care workers? For example: are these senior care workers moving to other employers and taking care workers with them? Are care workers feeling less supported once their Seniors have left? Is there a gap between senior care workers leaving and new ones being recruited, or are we promoting care workers into this role? Almost half of leavers say it’s due to personal reasons or pay. What other information could be useful? Length of time compared to turnover rates, ie do younger staff leave very soon after being employed? Unpicking the reasons people leave, ie could ‘personal reasons’ be due to something else but they are reluctant to say? Could this be lack of support/supervision/training opportunities? Are people leaving from specific teams? If so, this would need to be addressed. What strategies could you consider to address the issues? VBR, ICA, work with JCP. Succession planning and supporting newly promoted senior care workers? Look at Supervision strategies. Address the exit questionnaires to make them more useful and develop a strategy which makes it easier for leavers to be honest so in turn you can address identified issues.

Scenario 3

What’s the first thing you notice? LH has highest turnover rate – higher than the local

• average. BCG has lower than average turnover rate. Staff qualification levels are

significantly lower at LH; for BCG they are higher than average. LH has high numbers of sickness days per year – double BCG. What other information could be useful? Is the turnover rate high for specific groups of staff, ie care workers? Has the turnover rate changed over the past 6 months, ie is it higher now, or was it higher 6 months ago? Is the levels of staff with a qualification linked to turnover (are staff leaving mid-way through doing a qualification?). Is undertaking a qualification having a negative impact on turnover, or could turnover be improved if more staff had an opportunity to undertake learning and development opportunities? What are the reasons for the high level of sickness days? Is it specific to a group or team of staff? Is there a pattern? What conclusions could you draw from this information? Has the impact of the change

• f ownership of LH impacted on turnover (ie have staff left, rather than stay and work under

the new organisation?). Turnover could be high because of staff having to cover for workers who are off on sick leave, or sick leave could be high because of the pressure on staff covering vacant posts. Fewer staff have a qualification at LH – it may be due to people leaving mid-way through doing a qualification (so it’s high cost to LH), or that staff can’t be released to undertake training – and the lack of opportunity can impact on turnover and as a result, also on sickness levels. What strategies will you suggest when you meet with the Group Head of HR? To learn from the experience of BCG (ie have they found similar issues when taking on new homes? Are their other homes in areas where it is easier to recruit workers? Do they have a learning and development strategy in place for the organisation? Do BCG access the Workforce Development Fund and if so, can they prioritise some staff within LH?

Scenario 4

What’s the first thing you notice? Your branch has highest turnover rate – higher than the local

• average. NHL has lower than average turnover rate. Sickness rates for YB are also twice as many as

for NHL and also higher than the local average. It doesn’t seem likely the rate of pay is having an impact

• n turnover; rates of pay for Care Workers is almost the same as the local average but lower than NHL.

This could be due in part to a lack of jobs in the area. What other information could be useful? Is the turnover rate high for specific groups of staff, ie care workers? Has the turnover rate changed over the past 6 months, ie is it higher now, or was it higher 6 months ago? Do staff leave soon after joining? Is the sickness rate higher for specific groups of staff, for example care workers? What conclusions could you draw from this information? Has the impact of the change of

• wnership of YB impacted on turnover (ie have staff left, rather than stay and work for the new
• rganisation?). Turnover could be high because of staff having to cover for workers who are off on sick

leave, or sick leave could be high because of the pressure on staff covering vacant posts. What strategies will you suggest when you meet with the Regional Manager? To learn from the experience of NHL (ie have they found similar issues when taking on new branches? Are their other branches in areas where it is easier to recruit workers? If so, do those local authorities pay more per hour for commissioned work from the independent sector? Do they have an absence management policy? Discuss staff retention: use of exit questionnaires, schemes to support new workers, VBR

Final Questions

Stay connected…

Find out more about our workforce intelligence activity: www.skillsforcare.org.uk/workforceintelligence Advice & guidance on recruitment & retention: www.skillsforcare.org.uk/randr Join our Registered Manager Membership: www.skillsforcare.org.uk/membership Find out about upcoming events: www.skillsforcare.org.uk/events For updates, sign up to our newsletter at: www.skillsforcare.org.uk/enews @sfc_LondonSE @skillsforcare

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