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

2. 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

3. 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

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

5. 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)

6. Age (AGE SCOTLAND)

7. 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

8. 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?

9. 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)

10. 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

11. 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

12. 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? “

13. 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

14. 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

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

16. 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

17. 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

18. 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