Kansas Kansas Workforce Initiative The Importance of Supervisors Michelle Levy and Roxanne Emmert-Davis September 15, 2010

The Kansas Child Welfare Workforce

Kansas CW Workforce: STAFF COMPOSITION Estimated 1,700 staff Approximately 50 agencies

Estimated Average Tenure of Staff Leaving due to “Preventable Turnover” Less than 2 Years

Job satisfaction/retention are more significant issues among caseworkers than supervisors and administrators.

RETENTION Work Attitudes Organizational Climate Intention to Quit = Turnover

Worker Attitudes and Retention Work/Family Conflict Work demands interfere with family life Can’t get things done at home because of the job

Worker Attitudes and Retention Organizational Commitment Being proud of the organization Similar values as those of the organization

Worker Attitudes and Retention Job Satisfaction Being enthusiastic about the job Find enjoyment in the job

What Can Supervisors Do? WORKER ATTITUDES Begin conversations Listen to workers and gently ask questions Listen for clues from workers who might be struggling Offer supportive environments, flexible schedules

What Can Supervisors Do? WORKER ATTITUDES Recruitment/selection – Get the right people, Realistic Job Preview Share your own enthusiasm for the job and the organization’s values Gauge worker satisfaction - newcomer interviews/stay interviews

Organizational Climate and Retention Client Centered Supervision Refers to children and families in a positive manner Identifies strengths in most parents and children Advocates for resources to meet the needs of children and families

Organizational Climate and Retention Job Importance, Autonomy and Challenge My work is meaningful. Freedom to complete tasks without being over supervised. My job requires a lot of skill and effort

Organizational Climate and Retention Organization Innovation, Justice and Support I am encouraged to develop my ideas. Decisions about my job are made in a fair manner. The organization really cares about my well-being.

Organizational Climate and Retention Role Ambiguity, Conflict and Overload The goals and objectives of my team are clearly defined. There are too many people telling me what to do I have more work to do than I could ever get done.

What Can Supervisors Do? ORGANIZATIONAL CLIMATE Talk positively about children and families Reinforce the importance/challenge of child welfare work Match worker skills and work Provide opportunities for skill building Solicit and embrace staff input and ideas Have clear expectations for staff

What Impacts Retention for Supervisors? Workgroup (warmth, pride, cooperation) Supervisor (support, goal emphasis, work facilitation) Organizational Innovation, Justice and Support

Kansas Workforce Initiative- Current Kansas Child Welfare Scholars Program Agency-based Initiatives System-wide Initiatives: Kansas RJP Evidence Reviews: – Recruitment – Selection – Work/Family Conflict

Kansas Workforce Initiative- Upcoming Workforce Best Practice Forum Agency/Educators Dialogue Evidence Reviews: – Secondary Trauma Intervention – Supervisor Behavior related to Outcomes – Transfer of Learning

Kansas Workforce Initiative