Nancy S. Dickinson Association of Children’s Welfare Agencies Conference Sydney, AU August 22, 2012

1. Workforce Development is Right for Children, Youth and Families Nancy S. Dickinson Association of Children’s Welfare Agencies Conference Sydney, AU August 22, 2012 www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

2. Acknowledgement The U.S. Children’s Bureau supported 8 projects on recruitment and retention of child welfare staff from 2003-2008. The National Child Welfare Workforce Institute is currently funded through a Cooperative Agreement with the Children’s Bureau, Award No. 90CT0145. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

3. Presentation • Workforce development in child welfare • Leadership for workforce development • Leadership for systems change • Summary www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

4. Growing need for workers (BLS projects 36% growth) Disproportionate aging of social service workforce Salaries Not competitive and not keeping up Increasing vacancy and turnover rates Millennial workers – value work fulfillment & work/life balance —Nittoli, 2003; Light, 2003; Anderson, 2007 Demographics of U.S. Social Services www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

5. GAO Report on Child Welfare Workforce, 2003 Worker turnover and high caseloads: • Impede the achievement of federal safety and permanency outcomes • Limit ability to establish and maintain relationships with children, youth and families • Interfere with timely decisions on child safety www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

6. Impact of Turnover on Child Abuse Recurrence • High functioning agencies had lowest turnover (9%), best paid staff, best compliance with practice standards, and lowest rates of re-abuse • Lowest functioning agencies had highest turnover rates (23%), lowest staff pay, highest average rates of re-abuse NCCD, 2006 Turnover and other workforce factors linked to re-abuse www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 6

7. Impact of Turnover on Permanency Increase in number of worker changes negatively correlated with permanency. • Children with: • 1 worker achieved permanency in 74.5% cases • 2 workers, permanency in 17.5% cases • 3 workers permanency in 5.2% cases A picture speaks a thousand words… www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 7

8. Children Entering and Exiting Care to Permanency: January 1, 2003 through September 2004 (N=679)Flower, McDonald & Sumski, 2005

9. University at Albany University of North Carolina Chapel Hill Michigan State University University of Iowa University of Michigan University of Southern Maine Fordham University University of Denver Children’s Bureau:Recruitment & Retention Grantees www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

10. Characteristics of the R&R Projects Data driven: Organizational assessments, Human Resources data, surveys and focus groups with workers, supervisors and managers, exit interviews, etc. Strong University – Agency partnerships Focused on building organizational capacity www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

11. Findings of the R&R Projects • Vision • Recruitment • Screening • Realistic Job Previews • Retention: Leadership • Retention: Supervision • Retention: Organizational Climate www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

12. Workforce Development: True/False Question • The most important element in Workforce Development is creating a clear link between the individual’s vision and values and the agency’s vision and values. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

13. Workforce Development: True/False Question • The most important element in Workforce Development is creating a clear link between the individual’s vision and values and the agency’s vision and values. TRUE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

14. Realistic Recruitment: True/False Question • Realistic recruitment is a method of discouraging unqualified applicants. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

15. Realistic Recruitment: True/False Question • Realistic recruitment is a method of discouraging unqualified applicants. FALSE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

16. Recruitment: Finding the Best Realistic Recruitment Presents an accurate picture of the job and the organization Promotes a more informed decision by the applicant www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

17. Recruitment Strategies • Tell the story • Use insiders as recruiters • Link your recruitment message to the unique characteristics and mission of your program • Expand strategies • print, TV, internet, RJPs • Open houses and volunteer opportunities www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

18. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

19. Impact of a Realistic Job Preview Video: University of Michigan 10% of prospective recruits abandoned the application process, 20% gave more intentional, honest thought to their ability to handle the challenges,70 % percent still interested & better prepared After a year on the job, 6% of those who had viewed the RJP had left compared to 22% of those who had not viewed it. (Faller et al, 2009) www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

20. Examples of Realistic Job Previews • Maine http://www.cwti.org/RR/JobPreview.htm • North Carolina http://ssw.unc.edu/jif/rr/rjp.htm • Colorado http://www.cdhs.state.co.us/childwelfare 23

21. Screening and Selection: True/False Question • 50% of job failures can be traced directly to mistakes made during the selection process www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

22. Screening and Selection: True/False Question • 50% of job failures can be traced directly to mistakes made during the selection process. FALSE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

23. Selection: Hiring the Best Use job analysis for screening process related to specific job requirements Work with your HR office to make sure of legal compliance Focus on entry level competencies that predict high performance & retention Use structured process and scoring guides Use combination of methods to provide comprehensive assessment www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

24. Competency-based Selection: Hiring the Best The better the fit between the requirements of the job and competencies of the jobholder… The higher job performance and retention will be. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

25. Best Practice in Screening • Job related • validity • Objective • focus on competencies • Multiple assessments • Consistent www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

26. Interpersonal Relations Adaptability Communication Skills Observation Skills Planning and Organizing Work Analytic Thinking Motivation Self Awareness/ confidence Sense of Mission Teamwork Focus on Underlying Competencies www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

27. Multiple Job Related Assessments • Standard Interview • Fact Finding Interview • Written Exercise • Second Interview • Reference Check www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

28. Types of Questions • Opinion • “Briefly describe why you are interested in this job.” • Past Behavior • “Describe a time when you couldn’t answer a question of a parent…what did you do?” • Situational • “Assume you’re going to visit a home; you knock repeatedly on the door but no one responds. Inside, you can hear a baby crying. What do you do?” www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

29. Top 10 Push Factors • Mismatch between the person and the role • Mismatch between the person and the organizational culture • Expectations not met • Insufficient opportunities for growth and advancement • Insufficient recognition or appreciation • Problems with direct manager/supervisor • Dissatisfaction with pay • Stress • Lack of work life balance • Loss of confidence in the organization, particularly the leadership www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

30. Building a Retention Focused Organization • Supervisors and managers are the architects of organizational climate for their staff www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

31. Retention Leadership: True/False Question • Managers do things right; leaders do the right thing. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

32. Retention Leadership: True/False Question • Managers do things right; leaders do the right thing. TRUE FALSE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

33. Role of Leadership • Inspiring vision • Congruence of agency/individual values, mission and practice • Provide resources to do job • Learning and high performance organizations • Communication channels • Celebrate performance www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

34. Supervision: True/False Question • Supportive and knowledgeable supervisors are critical to retention. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

35. Supervision: True/False Question • Supportive and knowledgeable supervisors are critical to retention. TRUE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

36. Supervision: Quality & Quantity • Providing emotional support • Expressing approval and concern • Being warm and friendly • Providing work-related assistance • Fostering on-the-job learning • Peer mentoring • Supervisory coaching www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

37. Organizational Climate; True/False Question • Positive agency culture and climate improve staff retention, but do not affect client outcomes. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

38. Organizational Climate; True/False Question • Positive agency culture and climate improve staff retention, but do not affect client outcomes. FALSE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

39. Organizational Retention Strategies • Agency mission is clear and workers feel valued as contributors to that mission • Clear expectations and measurable performance objectives • Staff able to use knowledge and skills • Professional discretion and participatory decision making • Open communication and team work • Opportunities for professional growth and education • A rewards and recognition program • Family-friendly job supports www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

40. Organizational Climate and Retention Mission Driven Performance Based Affirming www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

41. Retention Linked Questions • Do I know what is expected of me at work? • Do I have the materials and equipment I need to do my work right? • At work, do I have the opportunity to do what I do best every day? • Does my supervisor, or someone at work, seem to care about me as a person? • At work, do my opinions seem to count? www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

42. Organizational entry… • The process of making sense of the new environment • Includes both facts and feelings www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

43. Version 1 This is our philosophy. This is what we expect from you. These are our policies & procedures. This is a great place to work. Version 2 We were expecting you. We like you and that is why we hired you. We know you are nervous, it’s only natural. We expect you to have lots of questions. We’re here to answer those questions. Welcome www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

44. Newcomer Interview • Discuss strengths & expectations for the new position • Tailor work expectations and begin to plan for success • Clarify expectations • Set the stage for future stay interviews www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

45. Newcomer Interview Questions • How are things the same or different than you thought they would be? • Of all the things you have done so far, what has been most challenging? • What talents or skills would you most like to use in your new position? • What appeals most to you about the job so far? What concerns you most? www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

46. Stay Interview Questions • What will keep you here? What might entice you to leave? • What would you like to be doing a year from now? • What about this job makes you jump out of bed in the morning? Hit the snooze button? • What are you overdue for? www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

47. What Do Employees Want Most? They want to do a good job and need: • Supervisor support & involvement • Learning & development opportunities • Supervisor availability & time • Basic Praise • Personal • Written • Public • Electronic www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

48. Strategic Leadership www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

49. The Path to Great Leadership “The path to great leadership starts with a deep understanding of the strengths you bring to the table."  (Rath & Conchie, 2008) www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

50. Strategic Leadership: True/False Question • The most important element in Strategic Leadership is a clear vision and mission. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network