1. Developing Career Ladders Andrew L. Reitz, Ph.D Walker Trieschman Center Child Welfare League of America 617.769.4011 areitz@cwla.org

2. Agenda/Goals 1.Rationale. 2.Types. 3.Critical characteristics. 4.Related needs. 5.Barriers.

3. Leadership Approaches 1.Mission-driven. 2.Open communication. 3.Teamwork. 4.Focus on learning/ development. 5.Freedom to act.

4. Why Child Welfare Workers Leave 1.Poor supervisory relationships. 2.Unmanageable duties. 3.Peer conflicts. 4.Poor training. 5.Lack of advancement opportunities. 6.Salary.

5. Gallup Critical Factors 1.Know what is expected. 2.Have needed materials. 3.Opportunity to do what I do best. 4.Recognition/praise. 5.Someone who cares about me. 6.Encourage my development.

6. Gallup Research z“As worker length of stay increases, worker engagement tends to decrease.” zTo reverse that trend: 1.New roles. 2.Use strengths.

7. Promotional Career Ladders zCounselor zSenior counselor zSupervisor zUnit manager zProgram director zRegional director zDeputy director zExecutive director

8. Positional Career Ladders zPromotional steps within identified job categories. zCounselor 1-2-3-4 zTherapist 1-2-3-4 zSupervisor 1-2-3-4

9. Critical Characteristics 1.Criteria for promotion. 2.Clear decision- making process. 3.Changes in job responsibilities. 4.Salary increments.

10. Promotional Criteria zExperience zPerformance zTraining zEducation

11. Added Duties/ Responsibilities zMentoring zTraining zSpecific duties zAgency committees zSpecial projects zSpecial expertise zResearch zSpeaking engagements/ presentations

12. Related Agency Needs zSystematic training programs for staff at all levels. zSystematic employee evaluation system. zCareful monitoring. zEducational benefit program.

13. Barriers to Implementation zExpense. zTime to set up. zRequires careful monitoring. zCross-program equity. zPlacement of current staff. zNeed for agency growth. zWhat if it works really well?