Recruitment and Retention of Qualified Social Workers

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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