Assimilate

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Welcome to the fifth of our
video resources

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that have been developed to
support organisations

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working in children's social
care to understand

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how they can embed a value-based
approach into

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recruitment. In this video
we will focus on the

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last of the 5A's which is
assimilate and this

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means how you induct, train
and support new staff

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to give them a successful start
in your organisation.

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We will take you through how
you can embed your

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values and behaviours in your
induction processes,

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in supervision and in formal and informal
conversations with new staff.

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Organisations often put a lot of time
and energy into recruiting staff

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and see this as the end
of the value-based

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recruitment process. But recruitment
is an art,

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not a science, which means
that even the best

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designed recruitment process
cannot guarantee

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that your new staff will be
a perfect fit for

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your role or that the values
you identified through

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the recruitment process
they will put into

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practice. So this final stage
of the value-based

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recruitment model is about
how you recognise the

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importance of inducting, developing,
managing and

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supporting your staff so that
they understand

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the values and behaviours
you expect of them

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and how they can assimilate
and become part of

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your organisational culture.
It sets them up so

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that they can share their
unique talents and

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individual characteristics
and align these to

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your values and expected ways
of working. In the

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social care sector, the turnover
rate in the first

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year can be high. When you
have done all the

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hard work to recruit great staff,
retaining them is

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your key priority so that
you don't have to

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continually invest time and
resource in more

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recruitment. So focusing on values and

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behaviours with staff from the
very beginning of the

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employment journey can help
you to retain people

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because they will know what's
expected of them,

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they will feel supported
to develop and to

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adjust to new ways of working
in your culture,

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and they will also have opportunities to

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be recognised and valued
early on for their

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contribution. In this video,
we will explore the

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three areas where you could
look to embed values

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once staff start working for
you. We will look

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at the induction process, the
supervision process

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and your staff recognition
process. So let's

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start by looking at induction.
When you have

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established organisational
values that are

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clearly defined in your job descriptions
and person

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specifications, you should
also ensure that

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they're included in other policies
and processes that set

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expectations of staff behaviour,
both with each

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other and with the children
and young people you

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work with, for example, in
your staff conduct code.

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As part of your induction
process, you can

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ensure staff are aware of
your expectations of

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the behaviour when living your
values by sharing

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policies like your staff code
of conduct with

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them in the induction period.
From a person-centred

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perspective, this is a huge
opportunity at

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induction to use the information
that you've

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learned about your candidate's
values, learning

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styles and communication preference
during the

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recruitment process to develop
an inclusive

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personal induction and training
plan for them.

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Your employee induction process
should also

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include a focus on the wellbeing
of staff,

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helping embed compassionate care as an employer
who takes care of their staff.

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Staff wellbeing is an important
element that

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feeds into maintaining a positive
workplace culture

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and research shows that this can lead
to higher staff retention.

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Meeting regularly in the early
stages of inducting

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new staff will support them and
help them settle in.

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Think about what you've learned on the

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recruitment journey about this person
and their values and

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behaviours. What interests
them and how do they

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learn and absorb information?
Use that to ensure

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your conversations with them
during the induction

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period meet their needs and
communicate with them

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in a way that ensures they understand how
they can meet your expectations.

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Setting clear expectations
relating to your

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values and behaviours and being
clear about what your

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workplace culture is can
enable them

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to contribute to the culture
through their behaviour

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and their actions. If you
get this right at

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the induction stage, all the
conversations and

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interactions that follow,
whether it's during

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supervision or annual appraisals,
will be more

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productive and easier to
have. The All Wales

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Induction Framework or AWIF
is a great resource

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to ensure you provide a comprehensive
induction

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for staff working in social
care. Employers must

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support all new workers to complete an

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induction as this is a regulatory
requirement within the

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RISCA. The All Wales Induction Framework

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should be aligned with your
organisation's induction

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process to make sure there is no

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unnecessary duplication of learning.
There are useful

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resources on the Social Care
Wales website to

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support employers and workers
to complete the AWIF.

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We will now look at how to
take a value-based

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approach to the supervision
of staff and the

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formal and informal conversations
you have with

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staff during their induction
period and throughout

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their time working for you. Embedding and
assimilating your values into supervision

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and the working environment
ensures that staff

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knows exactly what is expected
of them and this

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can lead to them feeling more
happy, confident and

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secure. But it also lets staff
know what you value

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and recognise and how you value their

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contribution and the contribution
they make every day to the

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lives of the people they care
for and support in

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the way in which they demonstrate
your workplace

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values. Supervision is one
of the most important

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processes organisations have
to support, value,

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develop, challenge and manage their staff.
Supervision can be formal or informal,

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face-to-face or virtual, group
or individual.

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The most important thing is that
even when running a

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busy team or service that time is made to

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offer opportunities to meet
with your staff

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and listen to their experience
as concerns and

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celebrate their successes.
It's also important

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to make time to recognise
and celebrate all

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the things they do and to identify
when there are

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issues and areas for development.
So when you

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make supervision sessions with
staff values-based,

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it means you are focusing not
just on what staff

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are doing but on how they demonstrate
the values

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and behaviours that make a
difference in their

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work. So here are some pointers
around supervision.

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Supervision helps ensure your
staff know what

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their job is and what's expected
of them and as

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their manager you are keeping
informed of how

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they are doing during the
supervision process.

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But it also can help your employees to

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understand what the values and
behaviours mean to them

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and in their very specific
role. It provides

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employees with a regular forum
to voice concerns

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and also to highlight their successes and

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achievements and it provides
an opportunity

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to identify learning and
development needs

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along with any issues the employees
are facing.

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Good supervision will ensure
that your staff

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feel valued and supported in
their role and enables

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managers to identify staff
strengths and areas

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of development and how they
can best be used and

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supported including in their values and

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behaviours. And it keeps a focus
on staff well-being through

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ensuring that while staff
are delivering the

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best service they can for children
and young people,

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they also practice and self-care
and putting in

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place helpful strategies for
their own wellbeing.

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The way managers carry out and commit to supervision
and conversations with staff

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is also an opportunity to role model the
organisational values to their staff.

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It is important therefore
to ensure that the

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people carrying out supervision
also have the

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right attitudes, values, skills
and abilities.

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To make values very present
in the supervision

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sessions, managers should consider
how when they

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work with members of staff
their work relates to

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the workplace values and
behaviours. So when

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you develop targets and objectives
for people,

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it's important to ensure that
they are value-based

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goals and objectives and they
focus on how people

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do the role as well as what
they need to do. And

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this leads on to the third area
we wanted to think

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about in the video which is
using your values to

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recognise and value staff. When
staff feel valued

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and recognised for the effort
and the impact of

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their work, they are more likely
to feel engaged

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and want to stay working for
you. It is often

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said people don't leave organisations,
they leave

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people and while there are many
reasons why people

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leave roles in social care, we
know that one of the

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key reasons why people stay
is when they feel the

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work they do makes a difference
and they work in a

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team where everyone values
and supports each other.

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It's important to find
these opportunities to

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recognise and give positive
feedback to people

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when you see them putting your
values into action

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so they know if they're doing well and
meeting your workplace expectations.

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Recognition can be done formally
and informally.

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Here are some examples of ways
you could formally

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recognise people for their values,
behaviours and

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contribution which other
employers are using.

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You could have an Employee
of the Month award

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that is linked to your organisational
values and

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behaviours and perhaps give
out value certificates

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with meaningful examples of why
they've been chosen

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for the award and what values
and behaviours

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they have displayed. You could
have some physical

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postcards or some electronic
postcards that

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staff could send to each other
when they want to

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recognise or value someone
for how they do

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what they do. You could also
have a monthly team

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newsletter with an opportunity
to recognise

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lots of different people for
the work they do

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and the difference they're making
and this can be

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a very inclusive way of recognising
the small and

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the big things people do and
lots of different

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ways in which people put your
values into action.

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And you could include values
in your appraisal

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process so there is some formal
recognition of

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achievement that people have
made through the

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year which links to your values.
Informal ways

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you could link values to the
way you recognise

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and value people, could include
in day-to-day

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conversations, taking the time
to recognise when

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someone has done something positive
and link into

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that to the values. For
example, you could

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see someone do something
positive and say,

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"I saw the way you spoke to
that young person

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earlier when they were upset.
It made such a

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difference to them and I could see how

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compassionate and respectful
you were being."

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Committing and catching people
doing good things

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each week and sending out short
emails of thanks

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and recognition doesn't take
a lot of time but

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can have a huge impact informally
on making people

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feel valued and making sure
that you make time

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for people when they need
to talk and focusing

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not just on what people are
or aren't doing but

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also how they are showing up
and displaying your

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values. So we want to finish
this video with

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some top tips and some reflection
questions

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to hopefully inspire and support
you to think

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about how you induct, train
and support new staff

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to give them a successful start in your

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organisation. So here is our first
of the tips. Top tip one,

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share your values and behaviours
in the induction

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process to set clear expectations
and help staff

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feel connected to your workplace
values. Top tip

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two, train and develop your
new staff throughout

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their induction period on how
to do the work you

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want them to do in a value-based
way and support

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that by linking it to policies
and processes. And

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top tip three, embed your values
into supervision,

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one-to-ones, appraisals and
staff recognition and

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documentation so that thinking
about and discussing

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your values becomes just the
way in which you do

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things every day. Let's finish.
We've got three

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questions to reflect on.
What works well in

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the induction process in your
organisation at the

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01:12:22,680 --> 01:12:26,039
moment? How well embedded
are your values and

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behaviours in your induction?
And thirdly, what

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do you need to do to ensure
that you can take a

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value-based approach to induction,
supervision

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01:12:35,119 --> 01:12:37,960
and recognition of staff
and to set them up

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for success when they start
working for you?

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01:12:42,039 --> 01:12:44,159
Thank you for taking the time
to watch this video

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01:12:44,159 --> 01:12:47,000
to learn about how to set new
staff up to success.

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01:12:47,880 --> 01:12:50,359
We really hope that you have
valued watching all

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01:12:50,359 --> 01:12:52,680
five of our value-based recruitment
video resources

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01:12:53,000 --> 01:12:55,640
and that they've been helpful
in inspiring you to

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01:12:55,640 --> 01:12:58,199
get started on your value-based
recruitment journey.

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01:12:59,079 --> 01:13:01,159
Please take a look at the value-based
recruitment

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01:13:01,159 --> 01:13:04,680
toolkit on the Social Care Wales
website for more

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01:13:04,680 --> 01:13:06,479
helpful resources and guidance.