HR Voluntary Sector Forum Retention in the Voluntary Sector Victoria Knox 2nd May 2019

Background Perceived challenges in Social Care Anecdotal information 2016 Benchmarking report – ranges in retention up to 35% 2016 Scottish Government Report - 79% experienced difficulty, either regularly or occasionally, in retaining care or support workers Some of the main factors: Competition from other sectors / Pay & conditions Antisocial hours / Workload Registration / qualification Management & leadership Training & development Retention Pilot January 2017 Delegates to fill in attendance sheet. Hand out the Manual Handling Manuals.

Project Scope April 2017 – March 2018 Benchmarking Track reasons Track movements Develop processes Analysis of information Consideration of retention strategies Consider longitudinal study Delegates to fill in attendance sheet. Hand out the Manual Handling Manuals.

Benefits Use as a best practice example Collaborative working Consistency across the sector Improved reporting to Board/Mgt Teams Use of data as a sector Generation of accurate data as opposed to anecdotal data Delegates to fill in attendance sheet. Hand out the Manual Handling Manuals.

The Pilot 8 voluntary sector organisations = total w/f 7,500 approx. CCPS / Strathclyde University Standardised exit interview template Mapped to Scottish Government report Agreed to include relief/sessional staff Conducted a 6 month review Delegates to fill in attendance sheet. Hand out the Manual Handling Manuals.

Key Findings Leavers 66% female Highest proportion from the East of Scotland (29%) Majority (36%) 3+ years service Lowest proportion (9%) 0-3 months service 26% left the sector 55% FT, 32% PT, 8% Relief 84% enjoyed their job – only 7% did not 73% enjoyed working for their org – only 13% did not 60% would consider re-employment

Key Findings Relationship measures 79% believe managers communicate and follow policy and practice 59% stated that managers respond to issues promptly But Relational issues exist inconsistencies in the treatment of staff, approachability, trustworthiness and ability to listen characterised negative evaluations of line managers and supervisor performance

Key findings + “Working with service users and other staff and stakeholders. Great sense of job satisfaction, sense of making a difference. Role of liaison worker and speak out as I felt I was empowering service users.” “Genuine sense that the work we do is valuable and effective. Direct work with service users.” “Being able to make a difference to people's lives. Using focused work to effect change.”

Key findings - “No longer "person centred" more "money centred“ “Volume of work can impact on job satisfaction” “I felt I was not supported & none of the issues have ever been resolved” “Difficult to strike a balance between support and office workload often felt pulled between the two roles”

Top Reasons for Leaving Other – retirement, change of career, end of contract, lack of support, other responsibilities - such as education and personal circumstances Working hours. Lack of career progression. Salary Relationship with line manager Lack of job satisfaction Morale within the team

Recommendations Reforms to job design: reasonable hours for front-line in terms of pattern and length of shifts Evaluation of career paths and opportunities for progression Importance of supervision Develop supervisors and line managers in areas such as communication, coaching and team building Awareness of the balance of Managers’ scope of work and responsibility against having adequate people management time Voice of the worker: needs to be heard! Policy forum to develop guidance on good practise. Continue to collate data and analyse

Thank You Ian Cunningham, Joanna Butler and Dora Scholarios - Department of Work, Employment and Organisation, University of Strathclyde Participating Organisations CCPS

Questions ?