Helping you to support your staff effectively

1. Helping you to support your staff effectively Nardia Lloyd-Ashton Locality Manager North West Team – Skills for Care

2. Introduction… We provide practical tools and support to help all adult social care organisations in England recruit, develop and lead their workforce We work with all types of social care organisations from individual employers and personal assistants to large national providers We share best practice to help to raise standards of service delivery We encourage innovation and provide opportunities and guidance to help create a better-led, more skilled and highly valued ASC workforce We make sure dignity, respect and a person centred approach are at the heart of service delivery Skills for Care home of the National Skills Academy for Social Care

3. Aims of this session …the changing social care landscape …why you need to deliver a through, high quality induction based on the standards of the care certificate and the needs of the people who use your service. …how to approach the on-going learning and development needs of your team …the importance of leadership in social care …how Skills for Care can help you to support and develop your workforce Today, we hope to help you understand…

4. Sector Challenges Growth Sector – may need up to 0.5 million more workers by 2030 Increasing demand for services • Aging population with increasing life expectancy • Growing number with multiple long term health conditions Aging workforce • What percentage of your workforce is due to retire in the next five years? • What are you doing to attract younger people into your service? Increasing demand for different kinds of services • Increasing proportion of the workforce are PAs • Strategic direction towards more community based services • Policy of greater integration between health and social care

5. NMDS-SC Why is recruitment and retention important for adult social care? Cost of replacing leavers est. between £2,000 to £5,000 Continuity of Care – highly valued by people who use services Quality of Care – lower turnover in good/outstanding providers Key Findings Average annual turnover of 26.3% in care workers 42% of care workers left their job within the first year Younger workers much more likely to leave than older workers Turnover rate 9% higher among those on zero hour contracts Trend Briefing 2 - Recruitment & Retention

6. NMDS-SC Vacancies are an important measure for any business as they can provide an indication of challenges in terms of future growth, workforce supply and the use of agency staff. Key Findings Vacancy rate of 6.5% compared with 2.7% in the general UK workforce • Nursing Homes 5% • Care Homes 4% • Non-residential 9% Trend Briefing 3 - Vacancies

7. Vacancy rate by turnover group

8. Vacancy rates and quality of care

9. Recruit the right staff Longitudinal study into the impact of adopting a values based approach Staff performed better in their roles Staff demonstrated stronger care values in their work Organisations experienced a lower staff turnover (5.6% lower) Delivered a positive return on investment • £1.23 for every £1 spent Biggest positive: enabled employers to identify attitudes and attributes that could not be taught or learnt. Values Based Recruitment

10. Fundamental Standards Providers must ensure that they have an induction programme that prepares staff for their role. It is expected that providers that employ healthcare assistants and social care support workers should follow the Care Certificate standards to make sure new staff are supported, skilled and assessed as competent to carry out their roles. Providers should have systems in place to assess the competence of employees before they work unsupervised in a role. They must provide appropriate direct or indirect supervision until the person is assessed as competent to carry out the role… It is expected that providers that employ healthcare assistants and social care support workers should follow the Care Certificate standards to assess their competence. CQC Guidance - Regulations 18(2)(a) and 19(1)(b)

11. Care Certificate Principles New staff, new to care must complete the whole certificate Care Certificate is a key component of induction Your induction must enable your staff to meet the needs of the people who use your service Use the self assessment tool to ascertain learning and development needs of experienced new starters Certificate is transferable between roles and providers Use the care certificate workbooks in response to organisational need and individual requirement – you choose how you deliver the knowledge components

12. Standards • Understand your role • Your personal development • Duty of care • Equality and diversity • Work in a person centred way

13. Standards continued… 6. Communication 7. Privacy and dignity 8. Fluids and nutrition 9. Awareness of mental health, dementia and learning disability 10. Safeguarding adults

14. Standards continued… 11. Safeguarding children 12. Basic life support 13. Health and safety 14. Handling information 15. Infection prevention and control

15. Components Each Standard includes:

16. Assessment Standards Within the care setting unless simulation is explicitly allowed in the care certificate framework documentation With people who use services Completed face to face by an occupationally competent assessor Must be assessed as competent before working unsupervised defined as working out of the line of sight. Observations must be:

17. Helping you to assess Care Certificate Assessor Assessment of the Care Certificate Quality Assurance Learning resources to support delivery New online tool

18. Helping you to assess

19. Continued Support Once assessed as competent new staff are allowed to work unsupervised however they will have on-going support needs Formal supervision is one way of ensuring your staff remain confident and competent in their ability to deliver high quality care – but it must be done well. Ineffective supervision can reduce productivity, increase absenteeism, create or prolong workplace conflict, damage workplace culture and impact on the quality of care being delivered. Supervision, Observation, Mentoring, Coaching

20. New NICE Guidelines Quality statement: Home care providers have practice-based supervision discussions with home care workers at least every 3 months. Rationale: Regular supervision is important for home care workers who typically work on their own with older people in the community. Providing regular supervision, based on observation of practice, will ensure home care workers feel supported and will enable any development needs to be identified and addressed. This will reduce staff turnover and improve the continuity and quality of care delivered. Homecare for Older People; June 2016

21. Social Care Commitment Quality Improvement Program that can be used as evidence of continual cycle of reflection and improvement during CQC inspections Recruit staff who care Provide a thorough induction Help staff develop their skills Make staff understand safety and quality standards Take responsibility for how staff work Supervise staff properly Support staff with their commitment Employer commitment

22. Employee Commitment Use as a quality improvement tool within supervision. Staff say: “I will… …take responsibility for the things I do or the things I don’t do …always promote and uphold the privacy, dignity, rights, health and wellbeing of people who need care and support …work co-operatively with others to ensure the delivery of safe, high quality care and support …communicate in an effective way to promote the wellbeing of people who need care and support …respect people’s right to confidentiality, protecting and upholding their privacy and dignity …improve the quality of the care and support I provide by constantly reflecting on and updating my own knowledge, skills and experience …promote equality, diversity and inclusion by treating all people fairly and without bias

23. On-going development How effective learning and development can lead to a knowledgeable and skilled workforce A list of the recommended minimum learning and development areas in which adult care workers should be competent When/How learning should be refreshed including statutory requirements regarding worker training and competence New guidance includes:

24. Leadership Strong correlation in CQC inspections between quality of leadership and CQC inspection ratings Embed leadership qualities across whole organisation Leadership Quality Framework Support for Registered Managers Delivery of Well Led Program (Autumn 2016) Registered Managers Networks Registered Managers National Membership Programme Leadership Programmes (Autumn 2016) Top Leaders Moving Up - BAME

25. Further Resources The Sector Route-way www.skillsforcareorg.uk/caresectorrouteway A Question of Care: A career for you? www.aquestionofcare.org.uk Finding & Keeping Workers Think Care Careers www.skillsforcareorg.uk/thinkcarecareers http://www.skillsforcare.org.uk/Recruitment-retention/Finding-and-keeping-workers/Finding-and-keeping-workers/Finding-and-keeping-workers.aspx

26. Other Opportunities CQC Seminars for Registered Managers Taking on the Right people Seminars Values Based Recruitment Seminars Skills for Care are also available for bespoke consultancy on a wide range of areas relating to your workforce. Upcoming seminars locally

27. Questions?

28. North West Team Nardia Lloyd-Ashton 07811 393 424 nardia.lloyd-ashton@skillsforcare.org.uk Brian Groves 07792 907 574 brian.groves@skillsforcare.org.uk Carol Mitchell 07779 351 734 carol.mitchell@skillsforcare.org.uk Jon Kerr 07815 151 957 jon.kerr@skillsforcare.org.uk Lindsey Dawson 07901 111 027 lindsey.dawson@skillsforcare.org.uk Sign up for our fortnightly enews http://myaccount.skillsforcare.org.uk/public/register/default.aspx