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Tips For Employers

Attract more people

Find out how you can recruit people of all ages and background.

If you struggle to find people to work for you, this section will give you some ideas to overcome this problem.

It explains how you can attract workers of all ages, for example by visiting your local Jobcentre Plus, schools and colleges to talk about the benefits and the career opportunities in care. There’s also information about employing overseas workers.

Take on the right people

Find people with the right skills, values and talent to work.

If you struggle to recruit workers with the right skills, values and talent to work, this section will help you to overcome this problem.

It shows you how a values-based approach to recruitment and retention can save you time and money, as well as legal requirements for employing workers.

Develop talent and skills

Provide effective induction, training and career progression for your people.

If you’re looking for different ways of developing your staff, this section can help.

It explains the importance of effective induction and shows how to make the most of the supervision. There is also information about different types of learning you could offer to increase the skills and experience of your workforce.

Keep your people

Keep the best people by offering fair terms and conditions.

If you find it difficult to retain employees, this section can help.

It explains how you can create a positive workplace that will encourage staff to stay for longer. There’s also information about how you can provide fair terms and conditions for your workforce.

Attract more people

Have you tried... Creating a targeted recruitment strategy. Attracting and retaining the right employees leads to better outcomes and greater wellbeing for people. Developing efficient, effective and fair recruitment practices is critical to attracting candidates with the appropriate values, skills and attitude for the workers. Partnering with Uk job listing or Jobcentre Plus. Find out how you can get involved with the range of initiatives currently being promoted including pre-employment training and sector-based work academies. Offering Apprenticeships. Apprentices work alongside experienced employees to gain job-specific skills, getting paid whilst working towards a number of qualifications and gaining experience. Traineeships provide an education and training programme providing young people with the skills and work experience to find employment in the work sector or to progress onto an Apprenticeship. Targeting graduates and second year undergraduates. Raising awareness amongst those who could be about to make life-long career choice may help students to identify career pathways within the care sector, which they hadn't previously considered. Building links with the local communities. Most staff will come from local sources, so local activity promoting services at work evenings, renting space on public notice boards and inviting external colleagues and potential job applicants to visit your work setting, can help build links with schools, colleges, universities, GP practices and faith communities. Engaging with your local community can empower local people to understand the work opportunities on offer within work whilst you get the chance to explore the skills and knowledge that exist in the community. Online recruitment. Consider carefully how your organisation is portrayed. Think about how the internet can be used to simplify the application process and consider established systems such as the government's Universal Jobmatch. or Uk job listing Recruit international workers. There are positive benefits of diversity in the workplace but employers and employees need to fully understand the changing nature of international migration and its impact on the labour market at national, regional and local level. Employers should also be encouraged to take responsibility for supporting the integration and safety of international workers both within the workplace and the local community. submit free jobs now:
Have you tried... Using positive action in your recruitment and promotion practices. Personalisation is about putting individuals firmly in the driving seat of building a system of support that is designed with their full involvement and tailored to meet their own unique needs. But it's important, when enabling choice, that recruitment practices are in line with legal requirements. Ensure that the content of your job descriptions and person specifications do not discriminate against a particular group of employees or potential employees. Be careful not to specify a preference according to gender, race, religion, age or physical ability. In certain circumstances it may be a requirement for an individual to hold a certain characteristic although this is not common. Removing barriers to recruiting younger workers. Age isn't an issue when recruiting workers with the right values, who are really motivated to develop long term careers in our sector. School or college leavers can be employed with the same levels of support that employers provide for any employee. Removing barriers to recruiting older workers Older workers bring a wealth of skills and knowledge from both the job and their own life experience. Older workers can also provide valuable retention of experience and organisational memory. Removing barriers to recruiting disabled workers. Disabled workers represent only 2% of the current workforce, yet there is plenty of evidence that employing disabled workers is good for business. Particular benefits that organisations associate with employing disabled workers include improved services, boost to workplace morale, improved public perceptions and strengthened work teams. Access to Work Access to Work is a specialist disability service from Jobcentre Plus that aims to help more disabled people start or stay in work. An Access to Work grant can pay for practical support to help your employee stay in work, or to support you if you are self-employed. Seeing potential in under-represented groups Too many people from disadvantaged or under-represented groups are overlooked when applying for jobs, yet hiring people from these groups can benefit employers. Make sure you âre not missing out on talent and potential. Removing barriers to recruiting black, Asian and minority ethnic (BAME) workers. The most successful employers reflect the communities they seek to serve and it may be harder for people to find jobs in localities where they are in the minority. Understanding both your local workforce and your local area demography or needs are good first steps to developing better practice in these areas. Removing barriers to recruiting male workers. Typically two thirds of people unemployed are male and males traditionally have not been attracted to work. Without some intervention and assistance, unemployed men in particular may not be attracted to work . submit free jobs now:
Removing barriers to recruiting registered nurses. Nurses play an increasingly critical role, yet recruitment, skills and integration can be challenging. Modelling of NMDS-SC data shows there to be an estimated 51,400 registered nurses working in adult social care. Accounting for circa 1.52m of the overall workforce, it is vital that the sector can attract and retail these professionals. Removing barriers to recruiting workers. Employing workers in adult services must address the needs of the local population and the requirements of the work Act. Skills which use workforce commissioning and capacity planning models to support the effective deployment of workers Removing barriers to recruiting other health and professionals services such as occupational therapists and physiotherapists The adult workforce contains a number of regulated professional groups. Employers need to ensure that they provide the conditions required to enable these colleagues to maintain their professional registration, e.g CPD requirements.
Have you tried... Celebrating the successes and achievements of your organisation. You can enter nationally recognised award schemes or demonstrate your commitment to excellent quality work by signing up to voluntary schemes such as the Social Care Commitment Paying employees the living wage. A mutually beneficial contract should include payment of, at the very least, the national minimum wage and employers committed to the living wage are to be applauded. As some employers are able to commit to the living wage it is apparent that an employer’s business model decisions are a factor in their ability to pay the living wage and it is likely that this will come under increasing scrutiny in the future. There is also an important role for those commissioning services in ensuring that commissions offered enable providers to fairly reward their staff and to invest in their professional development, including encouraging providers to pay the living wage wherever possible. Jargon-free job advertisements and job descriptions. Being clear from the outset about key elements of the role (i.e. travel required, overnight stays) helps to set the expectations of candidates before they apply. Make the most of the opportunity to demonstrate positive aspects of the role and ways you invest in staff (i.e. training opportunities provided, supportive team environment, flexible working), appealing to people from the very beginning who have longer-term ambitions. Providing benefits in addition to salary. There are many ways you can extend benefits to employees beyond their salary, often at low or no-cost to you as an employer. Consider child-care vouchers, health cash plans, options to purchase or sell holidays, free meal provision, negotiating discounts with local gyms or cafes, benefits platforms or wheels 2 work schemes, all of which may help you stand out from the crowd of employers.

Take on the right people

Have you tried... Introducing work experience, candidate visits or 'taster shifts'. These offer potential candidates a good opportunity to experience care before applying for jobs. Make sure all visits are made with the consent of the people using the service and with all dignity and privacy considerations made. Training employees to become Ambassadors, Hearing existing workers speak with pride about their frontline roles can give prospective candidates a realistic view about working in your business, as well as your specific workplace, and help dispel negative preconceptions. It also shows how you positively invest in your employees by providing opportunities. Providing volunteer opportunities. Not only can this be a powerful way to recruit potential candidates, volunteers working alongside existing employees can help free up time to assist people in need and support to focus on their wants, wishes and talents. Pre-employment training, Apprenticeships or Traineeships. Schemes such as these can support unemployed people gain the knowledge, skills, confidence and work experience they will need to find employment Including useful sources of advice, Providing prospective candidates with information such as marketing literature or links to useful websites could help them decide whether is right for them.
Have you tried... A selection process which tests people for the attributes needed for staying in the job. Introducing a standardised interview process, based on behavioural rather than competence-based questions, can result in recruiting candidates with the right qualities and values for work. For example, a process which identifies people who are self-assured and resilient, thereby increasing retention rates. Involving people in need of work and support in the recruitment process. People in need of work and support, Their participation in recruitment and retention processes allows them to reflect on a shared commitment to developing services in a more democratic way.
Have you tried... Introducing pre-interview assessments. These can help prospective employees to better understand the role of a worker and can also provide employers with useful information to help narrow down who to invite for interviews. Introducing group assessments for the recruitment of staff. This can bring out more in candidates and can save time and resources too.
Have you tried... Right to work checks. Illegal working presents a significant safeguarding risk to staff and, most importantly, to recipients of work, people who are often vulnerable members of society. If an employer has not completed right to work checks on their workforce, or if an employee has used forged documents to gain employment, their identity, criminal history and qualifications cannot be verified. Guidance is available to support employers to undertake right to work checks, to ensure every job applicant has the right to work in the UK

Develop talent and skills

Have you tried... Workforce capacity planning This will help you to work out whether or not you have the right mix and numbers of workers with the right skills and knowledge to implement work. Consider completing a workforce audit to assess overall learning and development needs and as a way of improving services.
Have you tried... Reviewing your induction process Detailed induction, regular appraisals and individual performance development plans engage staff and demonstrate to them the value placed on training and development. Offering structured and regular supervision sessions. Allow time for reflection on practice and staff development. Both research and practice point to the benefits of developing, operating and sustaining good supervision within an organisational culture that values both the people who work there and clients Regular review of employee performance including appraisals. Investing your time in managing the performance of your employees is essential to ensure that your team, service and organisation are all delivering excellent services.
Have you tried... Offering colleagues opportunities to learn new skills or gain further qualifications Learning and development is a continuous process and can include a variety of activities such as coaching, team development days, elearning, attending events as well as classroom based education/ training. Investment in learning brings a wide range of benefits including developing a professional culture which leads to highly skilled and competent workers carrying out their role effectively and providing high quality work. Providing opportunities to refresh and build upon existing knowledge. Whether this be a formal route such as revalidation, a process that all nurses will need to engage with to demonstrate that they practise safely and effectively throughout their career, or through less formal routes such as video refreshers or tutorials. Supporting employees with language and other core skills needs. Every job requires the core skills of English, maths, digital technology and the ability to work in a team, to be reliable and enthusiastic, to solve problems and to continue learning. People with poor skills in reading, writing, using numbers and computers tend to lack confidence and this affects their ability to provide high quality work. Supporting colleagues new to the role of management Making the leap from individual contributor to manager counts among the most challenging transitions at work. Support colleagues by helping them to understand their responsibilities and acquire the knowledge needed to successfully perform their management role. Supporting leadership and management with their continued professional development. Supporting ways of identifying and developing capabilities of individuals to lead others effectively whilst also creating organisational structures and culture that enable leadership. Applying for funding. Funding could help towards covering the costs of care related training and development.
Have you tried... Offering an Apprenticeship scheme. This sends the message to job candidates that there are training and career development opportunities within a company and increases levels of retention. Including the Higher Apprentice for those in a managerial or business development role. Introducing fast track or graduate schemes A positive way of promoting work opportunities.

Keep your people

Have you tried... Reviewing your workplace culture. Creating the right culture where staff feel valued and important is key to increasing retention rates. Positive workplace cultures not only address productivity and the health and well-being of staff but also look to improve outcomes for those who need work and support Investing in the values of your organisation. Workplace values are the guiding principles that are most important to the employer. Having a collective understanding and agreement of workplace values ensures that everyone does the right things for the right reasons. This common purpose and understanding helps people build great working relationships, in turn helping the employer to achieve their desired outcomes. Celebrating achievements Recognising and acknowledging when colleagues perform well can go a long way towards boosting morale. Involving and engaging all colleagues in decision-making. Two of the indirect consequences of disengaged employees are increased staff absence and turnover. By involving employees in decisions and communicating clearly with them, not only do you gain a more diverse array of viewpoints, you can also maintain and improve morale, especially during periods of difficulty and change. Using reports as a catalyst for improvement. Being open to feedback for improvement and demonstrating that you take your responsibilities as a work provider seriously will be an important factor for workers who take their careers seriously and are looking to stay with a reputable employer Offering opportunities to progress through different levels of Apprenticeship. Demonstrate to employees how much you value their contribution by offering different level apprenticeship opportunities from Intermediate through to advanced and higher.
Have you tried... Providing employees with opportunities to give honest feedback. This could include opportunities within appraisals or supervisions, taking part in peer-group activities or conducting exit interviews to discover exactly why people leave their role. Proactively looking at reasons why people leave. We know that where turnover is high it can lead to difficulties recruiting staff, particularly if skills or expertise is in short supply. A crucial component of management in the HR, is to retain skilled and experienced staff that deliver high-quality work to clients. A certain amount of staff turnover is normal and healthy, but it's important to proactively look at the reasons why people are leaving to take action to prevent the loss of skilled, experienced healthcare professionals.
Have you tried... Offering employees flexible and/or set shift patterns. By working with colleagues who want to achieve a better balance between work and home life, whether that be flexible shift patterns or set shift patterns, you can demonstrate that you recognise the importance of supporting the personal lives of employees and accommodating personal circumstances. Ensuring employees receive at least the National minimum wage (NMW) or National living wage (NLW). It is a criminal offence for employers not to pay employees the NMW and from April 2016, the government will introduce te NLW for workers aged 25 and above. Regulations can be difficult to interpret and working arrangements within the care sector can be complex. These resources are designed to help you with these challenges. Providing benefits in addition to salary. There are many ways you can extend benefits to employees beyond their salary, often at low or no-cost to you as an employer. Consider health cash plans, options to purchase or sell holidays, free meal provision, negotiating discounts with local gyms or cafes, benefits platforms or wheels 2 work schemes, all of which may help you stand out from the crowd of employers.
Have you tried... Taking a pro-active approach to the health and wellbeing of your colleagues. Developing the resilience of the people who work for you helps protect their mental and physical health and well being. It helps them deliver quality services consistently. Resilience is an essential skill for all workers

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