1. 1 Keeping Competent and Committed Staff Keeping Competent and Qualified Staff: Promising Strategies By Freda Bernotavicz and Nancy Dickinson Spring 2008, Pennsylvania Leadership Academy By Freda Bernotavicz and Nancy Dickinson Spring 2008, Pennsylvania Leadership Academy

2. 2 Keeping Competent and Committed Staff 2 Recruitment: Finding the Best  Realistic Understanding of the Job  Inside source recruiting  Goodness of Fit: Applicant and Work  Applicant Characteristics:  Human caring, motivation to make a difference, persistence, ability to multi-task, enjoying fast paced work, likes a challenge, etc.

3. 3 Keeping Competent and Committed Staff 3 North Carolina: Jordan Institute, University of North Carolina  Develop a Recruiting Message and a Plan  Professional Materials (posters, fliers, public service announcements (PSA), paid advertisements)  Use diverse methods to reach potential employees (job fairs, community events, regional cable, print media, internet job sites, agency website, press releases, etc.)  Involve supervisors!

4. 4 Keeping Competent and Committed Staff 4 Sample Advertisement  CW Agency is a fast paced, supportive and stimulating place to work. We are looking for child welfare workers who desire challenging, meaningful work and welcome the opportunity to make a difference for families and children. If this describes you, consider applying for a public child welfare position at….  You’ll never be bored!

5. 5 Keeping Competent and Committed Staff 5

6. 6 6 Selection  Job analyses leading to Structured interviews and Work Sample Tests Consistent, well trained selection teams Strong selection processes! HR is our friend…  Realistic Job Previews  Video introduction to the job  Balanced view of opportunities and challenges  Client and worker perspectives

7. 7 Keeping Competent and Committed Staff 7 Impact of a Realistic Job Preview: University of Michigan  Workers who saw the RJP were significantly more likely to:  Indicate a commitment to remain in child welfare for five years  Say that the application and selection process helped them cope with job pressures  Say that the agency’s honesty made them feel more loyal, and  Less likely to say they would “never have taken the job if they had known what it was like.”

8. 8 Keeping Competent and Committed Staff 8 Arizona Realistic Job Preview: Butler Institute, University of Denver  Developed by team of agency workers and supervisors in Phoenix  Supported by a trained group of current workers who are on call to answer questions from applicants.

9. 9 Keeping Competent and Committed Staff 9 Keeping the Best  Supervisors are the key to success!  Almost every aspect of the worker’s experience with clients and the agency is mediated by the supervisor.  Supervision quality and quantity count

10. 10 Keeping Competent and Committed Staff 10 Iowa Supervisor Training: University of Iowa  Supervisor curriculum focuses on  human resources functions  case practice supervision  clinical supervision, and  supervisor’s role in leading positive change and promoting worker resilience.

11. 11 Keeping Competent and Committed Staff 11 Training Strategies  Support a culture of development  Ensure that all training is linked to the practice model and agency mission  Provide competency-based training  Promote transfer to on-the-job behavior

12. 12 Keeping Competent and Committed Staff 12 Connecticut’s Mentoring Program: Fordham University  Formal mentoring program connects new workers with experienced workers, supervisors and managers.

13. 13 Keeping Competent and Committed Staff 13 Professional Development  Strategies  Accessible and affordable opportunities for professional development  Incentives for MSW achievement; link promotional opportunities to professional development  Resources for professional development membership dues, professional conferences, journal subscriptions & continuing education

14. 14 Keeping Competent and Committed Staff 14 Agency/University Partnerships  Infusing child welfare content into courses/ agency staff as adjuncts  Providing pre and in-service training  Providing educational benefits: tuition support, educational leave  Internship programs

15. 15 Keeping Competent and Committed Staff 15 Keeping the Best  Organizational interventions are also critical to success!  Leadership for recruitment and retention begins at home.  Organizational interventions can be facilitated by outside partners, who can provide time, support and focus.

16. 16 Keeping Competent and Committed Staff 16 Role of Leadership  Inspiring vision  Congruence of agency/individual values, mission and practice  Provide resources to do job  Learning and high performance organizations  Communication channels  Celebrate performance

17. 17 Keeping Competent and Committed Staff 17 Leadership Development Strategies  Model of leadership  Leadership academy  Mentor programs  Job shadowing  Succession planning

18. 18 Keeping Competent and Committed Staff 18 Wage and Benefits  Adequate Salary  Wide pay bands  Pay for performance  Retention/length of stay incentives

19. 19 Keeping Competent and Committed Staff 19 Performance Management  Strategies  Clear goals  Aligned with practice standards and core competencies  360 degree evaluations  Promotions based on equity  Career ladders  Flexible career/classification systems

20. 20 Keeping Competent and Committed Staff 20 Performance Management Process Performance Assessment Agency Goals / Performance Culture Coaching Support Feedback Assessment Documentation Communication Activities Performance Evaluation Performance Execution Performance Planning Professional Development

21. 21 Keeping Competent and Committed Staff 21 Quality of Work Life  Wellness, EAP, addressing trauma  Flexible HRM approaches  Recognition/appreciation for contributions  Support for work/life balance  Structures for worker input  Team approaches

22. 22 Keeping Competent and Committed Staff 22 Design Teams: State University of New York, Albany  Local agency design teams focusing on organizational culture and work issues.  Workers, supervisors, and managers served on design teams.  New York District Commissioner

23. 23 Keeping Competent and Committed Staff 23 Conclusion  There are serious workforce challenges facing child welfare.  Solutions involve both recruiting and selecting the best candidates and managing organizations such that we can keep them.  This is not an easy journey, but it is an essential one.  There are effective strategies and useful partners than can help.