“Recruitment and Retention, a Modern Crisis in Care”

The adult social care sector has consistently faced challenges with high staff turnover and vacancy rates In fact, in 2022, the number of vacancies increased by a staggering 52%[i] to a total of 165 000 Similarly the starter rate fell between 2018 to 2022 from 37 3% to 30 8%; an indication that whilst staff are leaving in their masses recruitment is failing too

With the renewal of the Workforce Development Fund expected to land in April 23 the industry awaits their support in terms of funding and learning and development opportunities with veiled breath More must be done to value and motivate our staff inside and outside of the doors of the workplace

In a person-centric career it seems obvious People are power in this situation of course As owners, managers and employees of care homes, we must all act to create support networks that truly value one another, support one another and encourage both personal and team development in every chance that we get If we are to recruit and retain care staff within a demanding environment, we must place our people first, and in this case, there is significant weight in their investment

This is why we set up the Employee Assistance programme; to aid staff and their families in matters relating to their personal and working life to make them feel a valued member of our society and in their own

For point of clarification the EAP assigns any and all members of staff with a contact for advice on their mental and physical wellbeing their legalities and for citizens advice in an inclusive holistic package This stands to support employees if there are issues at work or at home as we recognise the duality that occurs within the system of life far beyond the walls of employment And if an employee feels valued at home they should feel valued at their place of work; the same is true for the inverse situation

As part of the programme they also have the opportunity to speak to an external counsellor at any hour of the day; a particularly important chance as a number of care staff work through the night to provide residents with support and supervision

Burnout is the reality of the health industry, and the way out is by providing a support network that sees value in the harsh truth that stands when others fall, and helps when others can’t If an employee feels empowered in their work, and by their team members, they will feel motivated and confident in their own thought and abilities; and the same is true at home

Additionally staff must not only be valued but rewarded for their work In a physically and emotionally demanding environment we must celebrate our staff who in many cases have continued throughout the

By Catherine O ’Dea-Hughes, Director of Goatacre Manor Care Home

pandemic, and continue to stand strong Employee benefits packages are a great way to keep staff happy, healthy and engaged with their line of work and best behaviours must be encouraged too if we are to create a truly content and motivated team

Best behaviours go beyond great work, they transcend into great leadership By making examples of how team members have acted - in and beyond their line of work - your staff will feel encouraged and supported amidst a positive and inclusive working environment Management and leadership are two related yet separate entities, and team leaders and managers must foster leadership through great examples and through attentive listening When staff have the tools to foster development, they use them, and in turn make their own solutions This is how we retain staff, we support them, and we act as their first cheerleader in all that they do; for our duty of care is not limited to residents in care, but also for our colleagues

This support must also extend to the recruitment of staff New staff can present fresh energy and new optimism to a workforce With the rate of new starters decreasing in recent years, we must look towards creating new solutions at fast pace

See recruitment is a competition, and those who win are often those who offer the best package Many employers assume employers only change or leave jobs because of their pay This perception is changing, and many individuals seeking employment place deep emphasis on work benefits and on the cultural aspect of an employer

Employee benefits can range from free meals, advice on how to upskill and professionally develop, support with childcare and provide options to buy annual leave The cultural aspect comes from who and what the workplace offers, supports and celebrates, and can be a deciding factor in accepting or declining a job offer As mentioned above, staff want to be valued and rewarded, and this must be portrayed in job descriptions and interviews if new members are to join a team A motivated, happy and successful team attracts similar individuals, and whilst this is an entity less quantifiable than employee benefits, they are seen in a person s character, their persona and their team ethos

Additional benefits can be the provision of free or funded learning and development programmes with a roadmap toward progression within the industry; actions which lead to committed and qualified staff members; determined to achieve above and beyond their initial terms of employment

In simple terms, retaining and recruiting staff must come from within, and moves must be made to foster and support inclusivity, encourage and reward achievement and provide avenues for further development if we as an industry are to stem the flow of staff and keep standards high for those who are in need of our help

[1] https://www sk llsforcare org uk/adult-soc al-care-workforce-data/Workforce-intell gence/publications/Topics/Recruitment-andretent on aspx