Supplementary written evidence submitted by Skills for Care (RTR0145)

 

Work in East Midlands

Last year, East Midlands ADASS seconded Matthew Errington, Locality Manager at Skills for Care, to lead a ‘deep dive’ analysis of the workforce data for the region to help local authorities understand key risks in their labour markets, future workforce projections and opportunities around recruitment / retention. You can find a recorded presentation on the project here (https://www.skillsforcare.org.uk/Support-for-leaders-and-managers/Workforce-commissioning-planning/Strategic-workforce-planning-shaping-and-commissioning.aspx).

The second phase of the project included a consultation with domiciliary care providers which explored the barriers to effective recruitment and retention in that part of the workforce. Part of the consultations allowed identifying characteristics of domiciliary care providers with low turnover, which we think might be of interest to the Committee. These included:

 

Secrets of Success

Skills for Care, Recruitment and retention in adult social care: secrets of success. Learning from employers what works well (2017).

Available online: (https://www.skillsforcare.org.uk/resources/documents/Recruitment-support/Retaining-your-staff/Secrets-of-Success/Recruitment-and-retention-secrets-of-success-report.pdf)

Skills for Care 2017 Secrets of Success study looked at employment practices of social care employers with a turnover of less the 10% to explore what lessons can be drawn from their recruitment and retention success. The key findings of this report remain relevant and timely, including:

1)      Attracting the right people with the right values, behaviours and attitudes. This includes having a good understanding of local needs to enable strategic planning, building a positive organisational culture and reputation and offering competitive rates of pay and terms and conditions

2)      Ensuring vacancies are filled by the best people. This can be done through values-based approaches to recruitment, inviting candidates to ‘taster shifts’ and including those who draw on care and support in recruitment processes

3)      Nurturing talent, meaningful investment in staff welling and providing flexible opportunities for learning and development

4)      Providing the best working environment possible by involving staff in decision making; striving to support staff to maintain a good work-life balance and responding to staff feedback

 

When asked what they believed contributed to their success in relation to recruitment and retention, employers told us:

 

Outstanding society

The Outstanding Society was formed by a small group of providers who had at the time all recently achieved ‘Outstanding’ ratings following the introduction of the CQC inspection standard ratings in 2014. The work to share and promote best practice to the adult social care sector through events, newsletters and resources, including on the topic of retention.

 

March 2022