Recruitment in the Social Care (Voluntary) Sector Working Group Katherine Wainwright- GROUP lead TPS- Head of Human Resources

Origins of the working group HR Voluntary Sector Forum (CIPD SiG) In line with the Retention Working Group With CCPS support Genuine provider collaboration and led With reference to previous research, NH&SCWFP (part 2) Seeking to influence and propose We know our sector Seeking progression on a critical issue

PARTICIPANTS & PARTNERS Turning Point Scotland The Simon Community Includem The Action Group SAMH Key Carr Gomm Ark Housing Association The Richmond Fellowship Scotland Enable With YOU -CCPS -WEA, JobCentrePlus, Lloyds Banking Group -HRVSF

Some facts… Workforce Demographics in Scotland Geographical differences Complexity Critical national situation

WHOLE Workforce share and stability: 31% workforce in adult services (43,550)– voluntary sector 26% workforce in children’s and young people’s services (23,000)- voluntary sector 80% stability rating over 12 months for the sector SSSC Report on 2016 Workforce Data (2017)

Age (AGE SCOTLAND)

SERVICES REPORTING VACANCIES BY SERVICE TYPE Care Inspectorate report on Staff Vacancies 2016 (2017) Care Home Adults 51% Older People 59% Children and Young People 44% Housing Support Service All 57% Support Service Care at Home

CHALLENGES Pay, funding and competition Terms and conditions Qualifications and training requirements Skills, increased responsibility or workloads Issues around diversity Issues around geography The image of the social service sector Recruitment and retention in the social service workforce in Scotland  (SWSF, Why Research, 2016) Funding- pay and terms and conditions Differentials Sleep-over commitment- impact on FTE Brexit?

Main reason stated for why services find vacancies hard to fill Too few applicants 27% Too few applicants with experience 20% Too few qualified applicants 17% Other reason 8% Competition from other service providers 8% (Care Homes for Adults; HSS; Dumfries and Galloway; East Ayrshire) Candidates unable to work the hours needed 9% (58% HSS; 60% Care at Home) Competition from other types of work 4% (rural/low population) Can't afford wage demands 4% (service types; adults v.s children’s services) Cost of living in the area is too high 1% (Aberdeen and shire; Shetland) Reason unknown 2% Care Inspectorate report on Staff Vacancies 2016 (2017)

Vacancies Unfilled Limiting services Limiting business development Limiting taking on new packages in existing services Can be critical staffing Stress and contributes to absences, lost time, turnover and discord

Remit agreed: explore how we could collaborate more effectively to Review the work & research to date on the topic to provide an overview/ analysis Sharing information on different strategies & actions in organisations Identify & look at innovative recruitment practices & approaches which are currently used. Identify & pilot at least one to look at impact & learning. Identify & collect actual career pathways at a pan-sector & national level & to use these stories as recruitment marketing Develop recommendations for a more cohesive national recruitment strategy with a focus on impact & the needs of social care providers

Arrange for dialogue with national bodies/departments & institutions that are either undertaking actions or making decisions that impact or are not providing an effective service to the sector “Given the national recruitment crisis in the sector, which is critical to provide support to the most vulnerable people, what are you doing to support the sector’s recruitment & staffing & what more could you do? “

Research Remit To undertake desk top research/review to analyse recent research into recruitment in the sector, similar sectors (NHS nurses, social workers etc), other countries strategies To identify effective strategies used in other industries focus on impact To pilot one or two approaches/projects & produce analysis of these Identify example in sector career pathways Gather information about public bodies & agencies current approaches/services relevant to recruitment/staffing & the issues providers identify in the status quo to base dialogue on

The analysis will include Collating data Collecting stories of careers Carrying out analysis, ensuring anonymity as appropriate & integrity, of the data to bring this together the combined results & finding into one joint report Explore the data & consider how this impacts on the sector positively or otherwise in terms of future need To critically consider what recruitment strategies could be explored jointly with the sector To consider whether a longitudinal study could help the sector Focus on evidence and impact

stage of development September 2017- December 2018 Meeting 4 Projects strands are moving

Project strands- current Dialogue WEA Employability Project- Lloyds Banking Group Career histories- capturing and communicating Research gathering and evidence base- review Workshops cross sectors to look at practice Recruitment marketing for the voluntary social care sector- a collaborative brief

Aims To stimulate change and provide information, which impacts positively on the current recruitment crisis to improve recruitment in the social care voluntary sector Increase the effectiveness, cohesion and impact of strategies, research and funding being directed into the ‘recruitment crisis’ Hold on to our ‘special ingredient’- well thought out, collaborative relationships, buy-in, trust and a joint project to solve a joint problem Garner support for the work of the group

CURRENT POSITION- No simple or single solution- complex The intelligence within the sector Members have the ability to act quickly Is 15 months enough? Funds sought for some project strands Ongoing dialogue “Given the critical situation what are you doing to support recruitment to these roles?” Linking in and working collaboratively with the bodies that have responsibility for relevant national strategic delivery