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Welcome to the second of our video resources
that have been developed to support
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organisations working in children's
social care to
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understand how they can embed a value-based
approach into recruitment.
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In this video, we will focus on the first
of the five A's, articulate.
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We will take you through how you can develop
and communicate the values and
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behaviours you are looking for when recruiting
the right people in your setting.
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Articulating your values and culture enables
you to describe what is the unique
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personality of your setting and
what matters most when
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doing the work you do with children
and young people.
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This is important for a
number of reasons.
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It describes the unique culture of your
organisation or setting to potential
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recruits, enabling you to attract
staff who share your values.
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It contributes to inclusivity by attracting
a more diverse range of staff who may
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not have experience of care work but
who do share your values.
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It enables you to focus your assessment and
interview process on the values and
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behaviours that matter to
children and young
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people and to the culture
of your workplace.
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And it contributes to the retention of great
staff who feel connected to your
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vision and values and culture and understand
how they can make a difference in
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their work with children
and young people.
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Before we look at how to articulate
your values,
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it's helpful to think about what
values actually are.
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Values are sets of beliefs
that an individual or
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an organisation holds about
what is important.
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I like to think about values as a sort of
compass that helps you to decide what to
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do and guide your actions
and your behaviour.
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Values are the how that
guide what you do.
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Values are part of what make up the culture
of your workplace, and by culture we
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mean the character and personality of your
organisation and what makes it unique.
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You can have two organisations or settings
who do exactly the same thing but how
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they do things defines their
unique culture.
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And knowing and articulating your culture
and values is a very important part of
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your recruitment process as it signals at
the very start of the process what your
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expectations are of staff
who work for you,
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what it will feel like to be
part of your setting or
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organisation and what you value and
recognise in your staff.
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As part of the value based recruitment toolkit
for children's residential social care,
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we developed an example set of values
for residential childcare settings
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based on the Social Care Wales
practice guidance.
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Common values we identified included child-centred,
respect and compassion,
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integrity and responsibility
and teamwork.
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Perhaps you could take a moment to reflect
on how these values are similar or
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different to the sorts of values
in your setting and how
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these values currently link into
your recruitment process.
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For each of the values that you identify as
being important in your setting, it's
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helpful to also develop a set of behaviours
which can describe to potential and
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existing staff what those
values look like
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when put into practice in
people's daily work.
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For example, let's look at the value of respect
and compassion. Some behaviours
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that you might include to describe what
respect and compassion looks like in
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practice could be being authentically
warm, kind, empathic, reliable and
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compassionate to everyone we
work with and support.
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Another behaviour could be respecting children
and young people's rights while
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seeking to ensure that their behaviour does
not harm themselves or other people.
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In the Toolkit, we have also provided an
example of a values and behaviours
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framework based on these four values so you
can visualise what it could look like
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in your organisation and perhaps reflect
on what you already have in place.
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Having a values and behaviours framework,
which perhaps could include four or five
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of the most important values you want to
see staff displaying and also a set of
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four or five behaviours under
each of the values,
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is the first step in putting
a value-based
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recruitment approach into recruitment
in your organisation.
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Without this values and behaviours framework,
it's difficult to clearly share with
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potential recruits what you
are looking for
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in your advert and your application
process.
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And when you are assessing and selecting staff,
without a clear vision of what the
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values and behaviours you are
looking for are, you
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cannot be sure you will be selecting
the right people.
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So we will now move on to share some ideas
about how you can develop your own
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values and behaviours framework
as the first
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step in your value-based recruitment
journey.
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Let's first share some ideas about what
you can do if you don't already have a
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values and behaviours framework
in your organisation.
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You could start by using the example values
and behaviours framework in the toolkit
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to think about how each of these values
and behaviours could apply to your
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workplace culture and the expectations
you have of your staff.
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The most effective way to develop values that
staff buy into is to involve them and
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the children and young people in
developing values with you.
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So you should find different ways to involve
and include your staff and the
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children and young people in discussing the
values and behaviours that matter most
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to them in your setting and to
get their feedback and
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input into making a framework that
is relevant to your setting.
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You could do this by running focus groups,
doing some fun activities with children
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looking at where values look and feel like
to them and perhaps sharing the example
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framework and then asking them for ideas about
how to make it work in your setting.
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It's important to ensure the values and behaviours
framework you produce reflects
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and describes the culture of your organisation
in language that means something to
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staff and children and young people and that
they could use on a day-to-day basis.
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So involve staff and children and young people
in coming up with their own language
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to describe the sorts of behaviours that staff
display at work when they are living
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the values and making a positive
difference to
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the children and young people
they work with.
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To help with this thinking, I'll share
an activity I often use.
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I give groups magazines and newspapers
and I ask them to create collages of
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pictures to show the sorts of behaviours
that they feel are important.
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And then I ask them to put words to each
picture using language that they can
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relate to, which describes the behaviour.
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Next, think about how you can ensure that
your leaders and managers are committed
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to adopting and using the values and behaviours
framework and the language of the
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values when managing staff
and making decisions.
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Values and behaviours can't just be wallpaper.
They have to be lived and used every
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day so they become a meaningful
part of your culture.
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And once you've developed your values and
behaviours framework, you then need to
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plan how will you communicate and share the
new values and behaviours, both with
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your existing staff and with children
and young people.
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Think about all the different ways, places
and opportunities you have to share the
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new values in ways that people will
see and hear it at work.
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It is important to continually keep coming
back to the values until they just
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become part of the language and the way
things are done in your organisation.
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Then when you feel you have developed a set
of values that are right for you, plan
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how to start to embed the new values and
behaviours into all aspects of your
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recruitment and management processes using
the 5A's value-based recruitment model.
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But what should you do if your organisation
already has a separate corporate values
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that may or may not be fully
reflective of
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your setting or area of the organisation?
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Or what if you have got a set
of values for your
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setting but you feel you want to review
them or improve them?
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If your organisation has a set of corporately
agreed values that you need to work
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with, that does not stop you from adapting
or adding in some specific values that
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are relevant to your work and the work you
do with children and young people.
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These values and behaviours could specifically
be used just for recruitment or you
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could hopefully use them as part of the way
in which you induct, train, supervise
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and manage your staff by
using the existing
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organisational processes but including
an element of your own values.
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We will look at how this can work in the
next videos where we will look at
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different stages of the recruitment
process.
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If you already have a set of values and behaviours
for your setting, you could use
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the example framework we have provided in
the toolkit to look at how your values
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align to the example values and identify ways
in which you could articulate them in
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a clear, more relevant way
for your setting.
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You could reflect on are there any gaps and
are there any values or behaviours you
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could add to your framework
to enhance it.
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Once you have updated your framework, you
should then share it with leaders and
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managers and ensure they share
the same language
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and feel committed to embedding
it in your setting.
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And then you could take time to reflect
on what have you already done to
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communicate and share your framework
with existing staff,
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staff you are recruiting and with
children and young people.
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Do you think you could do anything more to
communicate the values and behaviours
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clearly to staff and to children
and young people?
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And are the values and behaviours
currently being used in
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the most effective ways when you
recruit and manage staff?
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So we want to finish this video with some top
tips and some reflection questions to
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hopefully inspire and support
you in articulating the
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values and behaviours that matter
in your workplace.
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So top tip one, involve staff and young
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people and children in developing
your values.
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Top tip two, for each value also
describe the behaviours
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staff would show when they were living
each value in their work.
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And top tip three, communicate your values
internally with staff and externally
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with candidates at every opportunity so they
know why they should work for you.
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And here are three questions that
you could reflect on.
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What have you learnt today
about the values and
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behaviours that are important
in your setting?
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Are these values and behaviours clearly articulated
to new and existing staff in
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your setting in the advert, job descriptions,
induction and training?
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And thirdly, what do you need to do next to
ensure that you are clear on the values
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and behaviours you expect from staff so
that you can build a value based
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recruitment approach that can
identify those values?
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Thank you for taking the time to watch
this video and to learn about how to
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articulate the values that matter
in your organisation.
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Join us in the next video where we will learn
how to explore and embed values in
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your candidate attraction and
application process.
