New Trends

2. New Trends Job market changes

3. Recruitment Attribution Theory – Why we like who we like or why would applicants pick my organization? How do you get buy-in to your organization? The larger the pool of applicants, the better… Get buy-in in small incremental steps. Challenge the perspective employee.

4. NYC Subway Ads

5. Recruitment Opportunities • Web-based information • Job Fairs • Social Networking • Professional conferences & publications • Recruitment visits - Combining business and pleasure trips with recruitment efforts. • Various schools, colleges and universities

6. Pre-Employment Screening • Honesty in presentation of information and in questioning is a key to success. • Use a script or an outline to prevent pre-mature closure of inquiry. (SW research) • Closing the sale and getting the commitment involves social psychology (attitude formation and change).

7. Keeping everything in the sunshine.

8. Start Where the Employee Is • AS good classroom teachers are not necessarily good administrators…. • Offer advancement tracks that recognizes aspirations and life plans. • Not everyone wants what we want. • Get a sense of strengths early on. • How does life experience, academic training and job experience fit everyone’s needs?

9. New Employee Orientation • Individual greetings • Intention, strategic focus, purpose • Overview • Put your best people forward. • Bonding exercise • Exploration/evaluation/involvement • Use video if possible • Next you can expect.

10. Assessment Assessment is a redundant process in psychosocial casework. We assess and we re-assess. This is a reminder that people and system have the potential to change based on new information. The on-going assessment of clients should be analogous with the employees growth process – personally and within the organization.

11. How did we get her today? Walk Bus Airport Shuttle Train Limo We did a cost/benefit analysis to determine how we got here.

12. Context Allow each employee to see his or her context within the organization. Within the context of one’s uniqueness, we prevent the building of silos and enhance the growth of our organization, its employees and especially those we serve. How are we reframing our work in the context of the change in the economy?

13. Training “In the child welfare field, research shows that those who are most prepared for the job are also the most likely to remain on the job.” (NASW) How do you prepare your entire workforce to support your mission? On-going knowledge and skill development & quality supervision are key to retention.

14. Content & Quality of Training What is competency-based training and how does it improve casework practice? Competency-based training incorporates the knowledge and skills necessary for the effective performance of job tasks (Rycus & Hughes, 2000).

15. Common Core Training System • A comprehensive competency-based training system that reflects the core values of the social work profession • Competencies are broad indicators of essential and best practices • Support personnel competencies and strategic actions are vital

16. Title IV-E Funded Child Welfare training Programs Aims to prepare students for public child welfare practice by developing partnerships between the public child welfare agency and local universities.

17. Improving the Quality of Supervision The job of a frontline supervisor is perhaps one of the most difficult in the agency. Why? They “manage in the middle”. They must learn to meet the needs of management as well as the staff, while ensuring high quality services to clients.

18. What makes a good supervisor? • Good supervisors understand that maximum growth and improved outcomes occur when people are contributing. • Good supervisors focus on staff strengths. • Good supervisors share in accountability. • Good supervisors develop their staff

19. What do supervisors need to make them “good”? • A clearly defined strength-based model of supervision • Support from the administration in doing their job • Recognition of the important contribution of supervisors • On-going professional development • Supervision and mentoring • Opportunities to network with peers • Opportunities to learn management & leadership skills

20. Values Driven Practice Approach • Family engagement and inclusion • Shared planning and decision making • Sustaining and nurturing relationships • A child/youth’s right to permanency • Quality of life for children/youth • Continuous quality improvement

21. Major Turn-Offs for New Employees • Un-explained platitudes (CQI) • Lack of clarity • Diffusion of responsibility • Change fatigue and secondary trauma • Lateral management structure • Poor use of technology • Inefficient use of resources • Lack of inspirational and motivational leadership

22. Employee Recognition ● What are the ways in which your organization recognizes exceptional work?

23. Maintaining a Quality Workforce • Building both sides of CQI Process Culture • Appreciative Inquiry • Prevent neutralization • Work backward from client safety, permanency and well being. • Focus on those who interact with clients and build their supports to the appropriate level.

24. Casework Practices to Build Organizations Apply each to building a strong organization. List lessons from each of the following processes that can strengthen the workforce and augment training for every employee. ● Casework Process ● Family Team Meetings ● Concurrent Planning ● Parenting Skills

25. Observations • We frequently don’t ask how we know what we know. • We don’t see issues with silos. • We don’t take basic child welfare principles (i.e. FTMs, concurrent planning, parenting) and use them in management • We aren’t always strengths-based. • We don’t connect the dots.

26. The Challenge is Increasing • Being strategic has never been so important. • Link the work with your life in new ways • Develop a frame of reference for making continuous quality improvement • Incorporate quality expectations in everything that you do.

27. Thanks for attending! Herman R. Barber, Ph.D. (202) 724-7015 herman.ray.barber@dc.gov