Recruitment and Retention of Qualified Social Workers

Recruitment and
Retention of Qualified
Social Workers
23 April 2010
Report of the Topic Group
Natalie Rotherham
Scrutiny Officer
01992 588485
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Contents
1. Purpose of Report 3
2. Recommendations 3
3. Background 3
4. Question 1 - What are the current and emerging 4
issues for recruitment & retention of Qualified
Social Workers
5. Question 2 - How well do HCC policies and 5
practices enable effective recruitment and retention
of Qualified Social Workers
6. Question 3 - What are the priorities and planned 6
activities for HCC in continuing to reduce vacancy
levels of Qualified Social Workers
7. Question 4 What could HCC do to benefit from 8
good practice elsewhere
8. Conclusions 8
9. Members and Witnesses 9
Appendix 1 Scoping Document
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1.0 Purpose of Report
1.1 This is the report of the Social Worker Recruitment & Retention Topic
Group. Its focus was the effectiveness of current processes for the
recruitment and retention of Qualified Social Workers in Children,
Schools & Families (CSF).
1.2 The scoping document can be seen at Appendix 1. The papers issued
to Members prior to the meeting can be found at:
Papers for the Recruitment and Retention of Qualified Social Workers
Topic Group
1.3 It should be noted that the report covers CSF assessment, locality and
children looked after teams only, other teams were outside the scope of
this scrutiny.
2.0 Recommendations
2.1 Consideration be given to developing a business case to increase the
numbers joining the Academy during 2010/11 on the spend to save
principle (See paragraph 6.5)
2.2 Hertfordshire County Council (HCC) explores ways of encouraging staff
in related fields to become social workers (See paragraph 6.4)
2.3 A communications strategy is developed to highlight the positive
outcomes of the work undertaken by social workers in the child
protection field (See paragraphs 3.1, 5.5, 8.7)
2.4 HCC develops appropriate means of recognising when exceptional work
has been undertaken by social workers (See paragraphs 5.5)
2.5 Current employee incentives are reviewed to focus more clearly on the
areas of most difficult recruitment (See paragraphs 5.4, 5.5)
2.6 IT support is reviewed to become more responsive to the needs of social
workers (See paragraph 4.2, 8.3)
2.7 CSF widens the channels used to gain staff views (See paragraph 4.1)
3.0 Background
3.1 Qualified Children & Families Social Worker recruitment and retention is
a national problem. Recruitment and retention has been further
compounded by the adverse publicity generated by the Baby Peter
tragedy. Social worker case loads have also increased with a rise in the
number of referrals.
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3.2 Key data for Hertfordshire Child Protection teams
3.3
2010 April October
Establishment 187 187
In post 126 154
Vacancy 59 33
Agency cover 49 33
Academy in post 27 30
3.4 Hertfordshire’s proximity to London, where salaries are higher, affects
recruitment/retention rates. The target caseload for a Qualified Social
Worker (QSW) in a Locality Team is 12 – 15 cases. The current average
caseload in Hertfordshire is up to 20 cases, and in some instances (for
example where there is more than one child within a family who requires
a QSW) the caseload can be higher. Turnover in Assessment Teams is
higher: here the target caseload is 20 – 25 cases, but actual caseload
has at times been as high as 40 – 50 in Hertfordshire. Lord Laming
recommended a caseload of no more than 20 cases for an assessment
QSW and 10 – 12 for a locality QSW. On average three social workers
per month leave the authority.
3.5 Poor inspection results can lead to associated reputational risk. The
latter can increase the recruitment problem, as good social workers are
unlikely to want to work for an authority with a poor reputation.
4.0 What are the current and emerging issues for recruitment &
retention of Qualified Social Workers
4.1 Exit interviews and focus groups with current staff have been used to
establish what the issues are leading to staff departure. Workload,
management support, excessive hours, stress management and career
progression have all been highlighted. There is an issue with the focus
groups as attendance could be improved. It does not hear from people
with time pressures or who do not prioritise it, for whatever reason. The
Group believe it is important to improve hearing the views of a crosssection
of staff and would like CSF to consider ways of engaging with all
staff.
4.2 Social workers use the Integrated Children System (ICS). Ofsted
regarded its implementation as a strength; however QSWs view ICS as
not being user friendly, extremely laborious and very repetitive. CSF has
invested heavily in Superusers to assist staff. Superusers have provided
invaluable support; with current financial pressures the future funding for
Superusers is uncertain.
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4.3 It is costly to employ people who subsequently have to go through
disciplinary procedures, or take extensive sick leave. Ensuring that job
descriptions accurately reflect the requirements of the role, and trying to
assess the resilience of applicants at the interview stage can prevent
later problems.
5.0 How well do HCC policies and practices enable effective
recruitment and retention of Qualified Social Workers
5.1 Recent changes are improving services, reducing caseloads and
improving the reputation of the authority as a place to work, but these
changes will take time to filter through. A long-term approach rather than
a ‘quick fix’ is needed.
5.2 A number of incentives have been introduced to attract social workers,
such as a generous annual leave allowance, lease car, flexible working,
employee assistance scheme, pension scheme, relocation allowance up
to £6,000
5.3 The Group heard from a permanent social worker who had originally
joined the authority as a temp. In her view the benefits of working for
Hertfordshire included
• the lease car system
• Hertfordshire is a safe place to work in terms of practice
• there is a good ‘gatekeeping’ system of screening referrals and
being able to act in a timely fashion
• the working environment is good
• laptops are provided and there is always a work area available
• flexible working hours and working from home are good
• ICS (Integrated Children System) is ‘brilliant’ and gives good
accountability
• the market forces payment
• her manager has an ‘open door’ policy and there is always
someone to go to for advice.
5.4 The market forces payment has been used to overcome pay issues, but
its effectiveness has been ‘watered down’ as workers in some teams
which do not have recruitment issues have also received this payment.
The Group felt that there needs to be appropriate targeting of rewards
e.g. staff who take extensive sick leave currently still receive the market
forces payment.
5.5 The welcome payment, moreover, requires a balance between
encouraging new people but not de-motivating existing loyal staff.
Members felt that more could be done to recognise excellent
performance. Whilst there is a compliments system, recognition via CSF
news and thanks from individual managers, at times the best workers
have the most difficult cases and so do not receive due
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acknowledgement. Small rewards such as vouchers could be an
effective way of creating pride and loyalty.
6.0 What are the priorities and planned activities for HCC in continuing
to reduce vacancy levels of Qualified Social Workers
6.1 The Group was pleased to hear that Hertfordshire is well ahead of other
authorities in its offer to newly qualified social workers. There is a 12-
week ‘Return to Social Work’ programme, endorsed by the University of
East London, to encourage social workers to return to the profession,
and consideration is being given nationally to a bursary scheme.
6.2 A key element of recruiting and retaining strategy is the Academy,
launched October 2009. The Academy offers a 12-month training
programme covering key areas such as the legal framework,
safeguarding children, common assessment framework and personal
safety training, for newly-qualified social workers. It is being monitored
by the Children’s Workforce Development Council (CWDC).
6.3 The Group heard from a newly qualified social worker who participated in
the first wave. She joined Hertfordshire because of its
• reputation
• the fact that career progression was mentioned at interview stage
• enjoys the work, has a good variety of work reflecting a broad range
• feels that the training and support of the Academy is excellent and
that it was good to have the support of the Academy rather than
going straight into a frontline team
• benefits such as the lease car and market forces payment are very
good
• feels that HCC looks after staff.
6.4 A previous topic group had focused on Police Community Support
Officers (PCSOs). Members were concerned that in spite of the high
level of social care work undertaken by PCSOs, it does not appear that
PCSOs with an interest in this area are able to develop a career in social
care. The PCSO Topic Group wanted to see the development of career
pathways among partners e.g. access to working in social care. One of
the Group’s recommendations was that potential career opportunities for
PCSOs are identified by the funding partners in order to retain the
investment and skills/knowledge made. The point was made at this
scrutiny that Teaching Assistants and Family Support Workers have
developed a wide range of appropriate skills and familiarity with the
pressures of this work which could assist in the recruitment of the right
staff. The Group are aware that encouraging people who have good
unqualified experience into the profession needs to be a balanced with
the cost associated with supporting them.
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6.5 There would be benefit in considering ways of bringing into the authority
those people who cannot get into the Academy due to lack of places.
Expanding the Academy would require additional resources as it is
currently funded from the existing staffing budget. The Group were
interested in the spend to save argument to address current and future
staffing pressures.
6.6 The focus for Academy is training and supporting newly qualified social
workers. The Academy is addressing the need to build the workforce of
the future; however this does not tackle the loss of experienced staff.
CSF, along with many authorities, has significant vacancies for
experienced social workers. There is scope to develop the role of the
Academy, this needs to be balanced with the recruitment of experienced
staff to provide depth of experience in teams. The service needs
experienced staff in order to allocate complex work and manage teams.
In the past Agency staff have traditionally been used as a temporary
measure; however, in a candidates market costs are raising and the cost
ratio is currently 1.7 agency staff to 3 permanent staff. In addition there
can be consistency and management issues with agency workers.
6.7 To tackle these problems an overseas recruitment was undertaken.
Drawing on previous HCC experience and that of other authorities
careful consideration was given to matching CSF’s requirements.
Canada was chosen as the language, legislation, background culture
and qualifications are the most similar to UK requirements. Candidates
were screened by Children’s Service Managers from HCC in Canada.
The authority also set up a micro site to inform candidates about
Hertfordshire. Candidates were fully advised about terms and conditions
before they signed up. To assist the new cohort in settling in a new
induction programme was set up for the new cohort. A 12% charge
against starting salary was charged by the agency; however, members
were reassured to hear that the Canadian recruitment resulted in a
significant saving overall.
6.8 The Group heard from an experienced social worker who joined CSF
from Canada. Her decision to move to Hertfordshire was based on
• proximity of Hertfordshire to London
• the relocation package
• educational opportunities
• faster career progression than available to agency workers
• difficulty of starting over at another authority having built a
professional reputation in Hertfordshire.
The last point is interesting as there is substantial evidence that
experienced social workers do not move authorities, except to move
house or for promotion. She thought the Academy was a positive
development, especially as she had concerns for Newly Qualified Social
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Workers (NQSWs) and how they develop professionally if joining teams
immediately on appointment.
6.9 Whilst it is too early for a full analysis no adverse comments have been
received and the Group were pleased to hear that two further recruitment
waves are planned.
7.0 What could HCC do to benefit from good practice elsewhere
7.1 The Group heard from HR Officers from Surrey County Council which
has faced similar issues to Hertfordshire (proximity to London, ageing
work force etc). In response to an ‘inadequate’ JAR (Joint Area Review)
in April 2008 a social work recruitment taskforce was set up. A benefit is
that the problem of social worker shortage gained an organisational
focus. Short term actions have led to improving processes which have
resulted in a reduction in the vacancy rate and number of locum staff.
The total number of posts has also been reduced. In contrast to HCC
attempts at overseas recruitment were unsuccessful.
7.2 Medium term actions have included raising salary; improving links to
universities, improving social work student placements and recruitment;
engaging with the CWDC in a return to social work scheme; a fast track
graduate scheme; a NQSW support scheme; and a service restructure.
7.3 Longer term actions include lobbying for better workforce planning.
8.0 Conclusions
8.1 The Group recognise that the recruitment/retention strategy is a 2-3 year
plan. Members endorse the long term approach to resolve
recruitment/retention issues as opposed to short term quick fixes. There
is someway to go but significant progress has been made due the efforts
of the HR and CSF teams involved.
8.2 The Group were interested to hear from Surrey County Council. It
confirmed that recruitment/retention issues are common across the
southeast. On reflection members felt that the approaches undertaken
by HCC are well thought through solutions to address the long term
needs of the organisation.
8.3 ICS is valued by social workers; however it is complex to use. This is an
area where effective IT support would remove some of the work related
stress experienced by social workers. Permanent Superusers and/or
changes to the contracts with Serco and Liquidlogic would be a
significant benefit
8.4 It is imperative that strategies adopted seek to develop the workforce for
the future in managing the balance of NQSWs and experienced social
workers and team managers.
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8.5 The reputation of an authority has an impact on recruitment/retention.
Existing and prospective employees consider the Ofsted inspection
rating and the support and training offered to staff. The Group were
reassured to hear that staff are positive about working for HCC.
8.6 Good management is key - social workers stay in teams where
management is effective. Being a good social worker and being a good
manager are different skillsets; new managers need effective support
and training.
8.7 Social work with children is frequently subject to negative publicity. This
has impact on the numbers of people becoming social workers and then
remaining in this area. After hearing from witnesses, especially frontline
social workers, the Group concluded that a positive publicity campaign
(locally and nationally) to counter the prevailing critical reporting would
highlight the vital work Hertfordshire social workers undertake.
9 Members and Witnesses
Members:
Maxine Crawley
Aislinn Lee (Vice-Chairman)
Chris Mitchell
Leanda Newlyn (Chairman)
Steven Markiewicz
Other Members in attendance:
Alan Searing, Chairman of the Overview and Scrutiny Committee
Witnesses:
Emily Boynton, Human Resources Relationship Manager, Surrey County
Council
Lariena Carroll, HR Officer
Paul Chamberlain, Lead HR Business Partner
Lisa Christie, Qualified Social Worker, CSF
Nicola Curley, Children’s Service Manager, CSF
Tina Darko, Assistant Team Manager, Assessment West 2
Robin Duncan, Advanced Practitioner, CSF
R Hall, HR Business Partner – Resourcing
Angela Hodson, Safestaffing Manager
Jan Kavanagh, Human Resources Manager
Gerry Meikle, UK Operations Manager, Manpower
Steve Morris, Children’s Service Manager, CSF
Lucy Mustoe, Recruitment Team Leader, Surrey County Council
Louise Purser, Head of CSF Social Care Learning and Development
Jan Stone, Client Relationship Manager, Manpower
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Louise Tibbert, Head of Human Resources and Organisational
Development
Alison Twynam, Head of Policy, Practice and Quality Assurance, CSF
Officers:
Emma Lund, Democratic Services Officer
Natalie Rotherham, Scrutiny Officer
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Appendix 1
SCRUTINY REMIT:
SCRUTINY SCOPING DOCUMENT:
Recruitment and Retention of Qualified Social Workers
OBJECTIVE:
To scrutinise the effectiveness of recruitment and retention of Qualified Social
Workers in Children, Schools & Families.
QUESTIONS TO BE ADDRESSED:
1. What are the current and emerging issues for recruitment & retention of
Qualified Social Workers
2. How well do HCC policies and practices enable effective recruitment and
retention of Qualified Social Workers
3. What are the priorities and planned activities for HCC in continuing to
reduce vacancy levels of Qualified Social Workers
4. What could HCC do to benefit from good practice elsewhere
OUTCOME:
1. The reasons for the current levels of vacancies and turnover in the
workforce are better understood.
2. Clear strategies are identified to drive down vacancy levels and associated
costs.
3. Policies and practices are fit for purpose and enable line managers to
manage vacancy levels effectively within their teams.
CONSTRAINTS:
Only covers CSF assessment, locality and children looked after.
METHOD: one off (1 day) DATE: 23 April 2010
MEMBERSHIP: Maxine Crawley, Aislinn Lee (Vice-Chairman), Chris Mitchell,
Leanda Newlyn (Chairman), Steven Markiewicz
EVIDENCE & WITNESSES:
• CSF Inspection and implications for childcare budget, Sue Williams
• Recruitment and Retention Data, Paul Chamberlain
• Hertfordshire Academy for Newly Qualified Social Workers, Steve Morris
• Comparative good practice with other Local Authorities, TBC
• Manpower – an external perspective, Gerry Meikle
• SW Taskforce – implications for HCC, Louise Purser
• Recruiting from overseas, Phillip Poole
• Social Workers – story from the frontline
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1. Grow your own TBC
2. Recent recruit TBC
3. Temp to perm TBC
4. International success TBC
• Financial implications and restraints, Debbie Pettit
SUPPORT:
Scrutiny Officer: Natalie Rotherham
Lead Officers: Louise Tibbert, Paul Chamberlain
Democratic Services Officer: Emma Lund
HCC CORPORATE PRIORITIES : how this item helps deliver these priorities
1.Support economic well being
Children are supported to achieve their potential and become
economically active citizens
2. Maximise independent living
Children are enabled to develop resilience and to live independently
3. Ensure a positive childhood
Children are living in secure homes where they feel safe and protected
4. Secure a good education for all
Children are supported to develop good attendance and achieve to the
best of their ability
5. Reduce carbon emissions
There is no direct contribution to this priority
6. Promote safe neighbourhoods
There is no direct contribution to this priority
7. Be a leading council
Improve KPIs on initial and core assessments to timescale
CfPS OBJECTIVES:- how the item delivers these objectives
1. Provides a critical friend challenge to executive policy makers and
decision makers
2. Enables the voice and concerns of the public to be heard
3. Is carried out by independent governors who lead and own the scrutiny
role
4. Drives improvement in public services
A scrutiny framework described above should meet all these objectives.
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For further information about this report please contact:
Natalie Rotherham
Scrutiny Officer
Room 322,
County Hall,
Hertford,
SG13 8DQ
Tel: 01992 588485
Scrutiny
01992 588485
www.hertsdirect.org
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