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

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

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

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 Carr Gomm 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 Camphill Tiphereth Link Housing Association Cornerstone Crossreach Quarriers Aberlour The Action Group Gamh St Columbus Hospice Simon Community Scotland

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”

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

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

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

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

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

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

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