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Welcome to the first in our series
of five video resources.
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These videos have been developed
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to support organisations working
in children's social care
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to understand how they can embed
a values-based approach
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to recruitment, selection, and induction.
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To accompany these videos,
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we have developed a values-based
recruitment toolkit
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which contains lots of useful
information and ideas,
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and it's sign-posts you to other
tools and resources
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to get you started on your value-based
recruitment journey.
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My name is Kerry Cleary,
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and I've been working in partnership
with Social Care Wales
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using my 25 years of experience
supporting organisations
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in children's adult social care,
the NHS, charities,
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local authorities, and the
education sector
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to develop and embed a values-based
approach
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to recruitment, culture development,
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leadership, and management.
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I will be taking you through
each of the videos
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and sharing ideas, guidance, and tools
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that'll hopefully you'll find useful
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in whatever setting you work in.
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Social Care Wales' aim is
to provide Wales
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with a high-quality and
skilled workforce,
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which is large enough to meet the
demands placed on it.
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Value-based recruitment is one approach
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which can help achieve this.
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We've heard from the sector
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that value-based recruitment approaches
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help attract more diverse
ranges of candidates
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who are then more resilient
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and able to adapt to the young
people's needs
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and chosen models of care.
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In this first video, we
will be looking at
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what is value-based recruitment
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and introduce you to the five A's model
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of value-based recruitment.
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We'll talk about the origins,
the benefits,
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and the impact of value-based recruitment
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and give you some ideas about
how to get started.
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In video two, we will take you through
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how you can articulate what your
values and behaviours are
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and think about what you need to look for
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when recruiting the right people
for your setting.
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In video three, we will look at
how to attract candidates
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who share your values and how to
understand their values
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throughout the application process.
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And in video four, I will be joined
by Louise Quartimas
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from Newport City Council.
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Louise will share her ideas about
how to embed values
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into your assessment and
interview process,
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and we'll hear about the positive impact
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it's already having in her organisation.
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And in the final video, we will look at
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how you can support the person
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after they start work for you
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through their induction
period and beyond,
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using values and behaviours
to set expectations
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of what you want to see
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and how to support their development.
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So let's start by thinking about
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what do we actually mean by value-based
recruitment.
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So, value-based recruitment is an approach
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that focuses on identifying
and understanding
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the values, behaviours, and motivations
of candidates.
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This approach looks at how you identify
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candidates' values and behaviours
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and how they align to the vision
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and values of your organisation.
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It helps identify candidates
with the potential
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and the passion to be amazing employees
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through their shared commitment
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to the organisation's culture,
vision, and values.
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As the saying goes, you should
recruit for attitude
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and train for skill.
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I'm sure we will have all
had the experience
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at some point in our working career
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where we've worked with
or managed someone
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who had the skills and the experience,
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but was not aligned with the team
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or with the values of the organisation.
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And because of this, they didn't
use those skills
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and experiences in the best way.
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When we have people in our teams
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whose attitude or behaviour
is not what we expect
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or need from them, they can have
a very destructive impact
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on others and on the team.
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Equally, I'm sure we can all
think of someone
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who we worked with who perhaps
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had very little relevant experience,
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but who had a fantastic attitude
to learning
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and working with others.
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And because they believed
in our organisation
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and the people we cared for and serviced,
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and because of their attitude,
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they will have made the most
amazing contribution
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to our work.
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I'm sure that many of you already
have great processes
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in place for testing and assessing
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whether people have the required
knowledge and skills,
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as this is easy to test in the
recruitment process.
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And imagine if you could add to that.
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Imagine if you had a way to understand
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if the people you were recruiting
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would also demonstrate the
attitudes and values
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that were aligned to your values
and expectations.
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This is where having value-based
recruitment practices
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at every stage of your recruitment
process
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can make a real difference.
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Before I share more about
where this approach
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to value-based recruitment came from
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and what the evidence is for
the positive impact
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it can make in your organisation,
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I'm going to introduce you
to the 5A's model.
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I developed the 5A's model of
value-based recruitment
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while working in partnership
with Skills for Care
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to introduce value-based recruitment
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to adult social care organisations.
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The 5A's stand for articulate,
attract, apply, assess,
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and assimilate.
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Each A is for a different stage
of the recruitment process
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that build on each other.
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I'll explain each of the stages now.
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So let's start with articulate.
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Articulate is about knowing what
your workplace values
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and culture are and sharing
these with new
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and existing staff.
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Without taking the time
to properly define
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your values and behaviours and
the ones you want to see,
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you will not make the right
recruitment decisions.
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You need to know what you want
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before you find a process to find it.
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Then let's talk about attract.
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Attract is about how you advertise
your roles
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to diverse ranges of candidates
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who share your workplace
values and vision.
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Embedding values into your adverts
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and other candidate attraction processes
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tell possible recruits who you are
and what matters to you.
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This can attract people who
may not have thought
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about a role in social care before,
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but they share your values and behaviours
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and these are important to you.
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Let's look at apply.
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So apply is about gathering information
from applicants
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so that you can identify and
shortlist people
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who demonstrate that they share
your vision and values.
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Think about how you can ask candidates
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to demonstrate the values
you are looking for
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when they apply for posts for you.
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And you can do this in a way
that's inclusive
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and does not put them off
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by making it easy for them to apply.
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Then we'll look at assess.
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And assess is about using a range
of selection tools
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to assess whether candidates
demonstrate your values
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and behaviours in practice.
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By making values a centrepiece
of your interviews
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and other selection activities,
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you can make sure that you not
only look at skills
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and knowledge, but that you
really get to know
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candidates' values and how they behave
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in different situations.
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And the final part of our
model is assimilate.
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And this is about how you induct,
develop and manage new staff
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to ensure that they are clear
on your expectations
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and culture and they know how
to put your values
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and behaviours into practice
in their work.
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Organisations often invest a lot of time
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in their recruitment processes
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to ensure they get the right people.
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But recruitment is an art, not a science.
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So it's vital to ensure that once
people start working
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for you, you reinforce, recognise,
challenge
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and develop them so that they
will put your values
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and expectations into practice every day.
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I'm going to talk a little bit now
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about the context, benefits and impact
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of value-based recruitment.
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Value-based recruitment has its origins
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in children's social care
and safeguarding.
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My journey with value-based recruitment
began in 2002
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when I joined the NSPCC to develop
a new approach
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to recruiting for values.
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This came on the back of a number
of high-profile
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national inquiries into abuse
in children's homes
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and other social care settings
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where children were abused
by professionals.
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In 1992, the Warner report into
the abuse of children
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by Leicestershire, in Leicestershire
by Frank Beck
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was a landmark UK review.
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It focused specifically on
the way that staff
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who worked with children were
assessed for suitability
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and it recommended an approach called
preliminary interviewing
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to look at candidates' attitude
and motivation.
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In 2004, I was part of the
Bichard inquiry,
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which was a public inquiry
into the Soham murders
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by Ian Huntley.
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This inquiry identified failings
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in recruitment and vetting systems,
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as well as information sharing
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and criminal records vetting
recommendations.
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It also paved the way for the work I did
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with the Department for Education
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to bring safer recruitment
training to schools,
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which took a value-based approach.
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So one of the key benefits of
value-based recruitment
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is that it makes an important
contribution
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to organisational safeguarding.
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It focuses on the sorts of
values and behaviours
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that ensure the people we recruit
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are not only safe to work with children,
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but also have the values and attitudes
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that enable children to thrive
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and receive the sort of care and
support they deserve.
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Values-based recruitment enables
organisations
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to be more inclusive and widen
their recruitment pool
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by looking beyond previous experience
and qualifications.
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We know how challenging it is
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to fill vacancies in social care.
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That's why we need innovative
ways to find people,
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perhaps in places where we have
not traditionally looked
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or attracted them from.
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We know for many roles that we can train
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for skill, but we need people to come
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with the right values and attitudes.
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It has been inspiring to hear the stories
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from organisations who have embraced
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values-based approaches.
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And as a result, it's brought people
of different ages,
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cultural backgrounds, as well as people
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who had never thought of a
career in social care
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to work for them.
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From different research studies
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that I've been involved
in over the years,
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looking at the impact of value-based
recruitment,
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we've been able to demonstrate
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that compared to traditional
recruitment methods,
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people who are recruited for values
often perform better,
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have lower rates of sickness and absence,
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stay for longer, and display more
of the values we want
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to see, such as respect, empathy,
and compassion.
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And these values are the
values that we need
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to give children the best possible
opportunities in life.
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Now that I've shared with you
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the value-based recruitment approach
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that we've used to develop these videos,
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resources, and the toolkit,
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I hope you're feeling inspired
to get started
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on your value-based recruitment journey.
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So here are some things you could
do as a first step.
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First, watch all five of our videos
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of value-based recruitment,
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and use them to think about what
you currently have in place
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in your setting and what you could
either adopt or develop.
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Then go to the website and
explore the toolkit,
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templates, and resources
we share with you.
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You can use the links on the webpage
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to explore the toolkit, the templates,
and the resources
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that have all been designed to help you
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01:11:05,960 --> 01:11:07,560
on your value-based recruitment journey.
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01:11:08,720 --> 01:11:10,680
And thirdly, have a conversation
with other leaders
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in your setting to ensure that
you have their buy-in
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01:11:13,680 --> 01:11:15,000
and commitment from the start
265
01:11:15,000 --> 01:11:16,560
to a value-based recruitment approach.
266
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This is the best way to ensure
that you can develop
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01:11:20,439 --> 01:11:21,880
a more value-based approach
268
01:11:22,239 --> 01:11:23,880
to everything you do in
your organization.
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01:11:25,079 --> 01:11:27,239
Thank you for taking the time
to listen today
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01:11:27,479 --> 01:11:29,560
and to think about how you
can use this work
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01:11:29,880 --> 01:11:31,800
to make a difference to children.
