Videos: using values-based recruitment in children’s residential social care in Wales

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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.

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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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01:03:05,360 --> 01:03:08,360
and the passion to be amazing employees

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01:03:08,360 --> 01:03:09,400
through their shared commitment

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01:03:09,639 --> 01:03:12,639
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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01:03:16,559 --> 01:03:17,559
and train for skill.

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01:03:18,480 --> 01:03:20,360
I'm sure we will have all
had the experience

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01:03:20,360 --> 01:03:22,239
at some point in our working career

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01:03:22,559 --> 01:03:24,760
where we've worked with
or managed someone

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01:03:24,760 --> 01:03:26,639
who had the skills and the experience,

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01:03:27,079 --> 01:03:28,679
but was not aligned with the team

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01:03:29,000 --> 01:03:30,400
or with the values of the organisation.

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01:03:31,280 --> 01:03:33,800
And because of this, they didn't
use those skills

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01:03:33,800 --> 01:03:35,719
and experiences in the best way.

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01:03:36,639 --> 01:03:38,280
When we have people in our teams

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01:03:38,559 --> 01:03:40,880
whose attitude or behaviour
is not what we expect

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01:03:40,880 --> 01:03:44,400
or need from them, they can have
a very destructive impact

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01:03:44,639 --> 01:03:46,079
on others and on the team.

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01:03:47,280 --> 01:03:49,320
Equally, I'm sure we can all
think of someone

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01:03:49,320 --> 01:03:51,000
who we worked with who perhaps

90
01:03:51,000 --> 01:03:52,719
had very little relevant experience,

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01:03:53,280 --> 01:03:55,360
but who had a fantastic attitude
to learning

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01:03:55,639 --> 01:03:56,559
and working with others.

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01:03:57,320 --> 01:03:59,360
And because they believed
in our organisation

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01:03:59,800 --> 01:04:01,880
and the people we cared for and serviced,

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01:04:02,360 --> 01:04:03,639
and because of their attitude,

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01:04:04,000 --> 01:04:06,239
they will have made the most
amazing contribution

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01:04:06,679 --> 01:04:07,760
to our work.

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01:04:09,039 --> 01:04:11,559
I'm sure that many of you already
have great processes

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01:04:11,559 --> 01:04:13,679
in place for testing and assessing

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01:04:13,679 --> 01:04:15,960
whether people have the required
knowledge and skills,

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01:04:16,559 --> 01:04:19,000
as this is easy to test in the
recruitment process.

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01:04:19,880 --> 01:04:21,559
And imagine if you could add to that.

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01:04:22,039 --> 01:04:24,039
Imagine if you had a way to understand

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01:04:24,039 --> 01:04:25,760
if the people you were recruiting

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01:04:25,760 --> 01:04:28,000
would also demonstrate the
attitudes and values

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01:04:28,000 --> 01:04:30,280
that were aligned to your values
and expectations.

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01:04:31,440 --> 01:04:34,320
This is where having value-based
recruitment practices

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01:04:34,320 --> 01:04:36,599
at every stage of your recruitment
process

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01:04:36,599 --> 01:04:38,039
can make a real difference.

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01:04:39,760 --> 01:04:42,320
Before I share more about
where this approach

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01:04:42,320 --> 01:04:44,559
to value-based recruitment came from

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01:04:44,559 --> 01:04:46,760
and what the evidence is for
the positive impact

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01:04:46,760 --> 01:04:49,039
it can make in your organisation,

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01:04:49,039 --> 01:04:51,599
I'm going to introduce you
to the 5A's model.

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01:04:52,599 --> 01:04:55,199
I developed the 5A's model of
value-based recruitment

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01:04:55,719 --> 01:04:58,000
while working in partnership
with Skills for Care

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01:04:58,280 --> 01:04:59,920
to introduce value-based recruitment

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01:05:00,159 --> 01:05:01,960
to adult social care organisations.

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01:05:03,360 --> 01:05:10,440
The 5A's stand for articulate,
attract, apply, assess,

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01:05:10,440 --> 01:05:11,559
and assimilate.

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01:05:12,280 --> 01:05:15,280
Each A is for a different stage
of the recruitment process

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01:05:15,559 --> 01:05:16,719
that build on each other.

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01:05:17,079 --> 01:05:19,159
I'll explain each of the stages now.

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01:05:20,360 --> 01:05:21,800
So let's start with articulate.

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01:05:22,800 --> 01:05:25,119
Articulate is about knowing what
your workplace values

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01:05:25,119 --> 01:05:27,679
and culture are and sharing
these with new

127
01:05:27,679 --> 01:05:28,719
and existing staff.

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01:05:29,599 --> 01:05:31,559
Without taking the time
to properly define

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01:05:31,559 --> 01:05:34,760
your values and behaviours and
the ones you want to see,

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01:05:35,079 --> 01:05:37,159
you will not make the right
recruitment decisions.

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01:05:38,000 --> 01:05:39,760
You need to know what you want

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01:05:39,880 --> 01:05:43,159
before you find a process to find it.

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01:05:44,360 --> 01:05:45,719
Then let's talk about attract.

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01:05:46,639 --> 01:05:48,320
Attract is about how you advertise
your roles

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01:05:48,519 --> 01:05:50,280
to diverse ranges of candidates

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01:05:50,639 --> 01:05:52,480
who share your workplace
values and vision.

137
01:05:53,639 --> 01:05:55,760
Embedding values into your adverts

138
01:05:56,079 --> 01:05:58,000
and other candidate attraction processes

139
01:05:58,440 --> 01:06:02,000
tell possible recruits who you are
and what matters to you.

140
01:06:02,679 --> 01:06:04,880
This can attract people who
may not have thought

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01:06:04,880 --> 01:06:06,559
about a role in social care before,

142
01:06:07,039 --> 01:06:08,719
but they share your values and behaviours

143
01:06:09,159 --> 01:06:10,920
and these are important to you.

144
01:06:12,320 --> 01:06:13,159
Let's look at apply.

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01:06:13,960 --> 01:06:16,360
So apply is about gathering information
from applicants

146
01:06:16,960 --> 01:06:19,360
so that you can identify and
shortlist people

147
01:06:19,559 --> 01:06:22,360
who demonstrate that they share
your vision and values.

148
01:06:23,239 --> 01:06:24,920
Think about how you can ask candidates

149
01:06:25,280 --> 01:06:27,239
to demonstrate the values
you are looking for

150
01:06:27,440 --> 01:06:29,159
when they apply for posts for you.

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01:06:29,599 --> 01:06:31,480
And you can do this in a way
that's inclusive

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01:06:31,719 --> 01:06:33,000
and does not put them off

153
01:06:33,199 --> 01:06:35,239
by making it easy for them to apply.

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01:06:37,039 --> 01:06:38,039
Then we'll look at assess.

155
01:06:38,639 --> 01:06:41,280
And assess is about using a range
of selection tools

156
01:06:41,559 --> 01:06:43,760
to assess whether candidates
demonstrate your values

157
01:06:43,760 --> 01:06:44,719
and behaviours in practice.

158
01:06:45,760 --> 01:06:48,159
By making values a centrepiece
of your interviews

159
01:06:48,480 --> 01:06:50,000
and other selection activities,

160
01:06:50,599 --> 01:06:53,159
you can make sure that you not
only look at skills

161
01:06:53,159 --> 01:06:55,400
and knowledge, but that you
really get to know

162
01:06:55,400 --> 01:06:57,480
candidates' values and how they behave

163
01:06:57,480 --> 01:06:58,760
in different situations.

164
01:06:59,840 --> 01:07:02,320
And the final part of our
model is assimilate.

165
01:07:02,760 --> 01:07:06,000
And this is about how you induct,
develop and manage new staff

166
01:07:06,440 --> 01:07:08,800
to ensure that they are clear
on your expectations

167
01:07:09,000 --> 01:07:11,400
and culture and they know how
to put your values

168
01:07:11,400 --> 01:07:13,440
and behaviours into practice
in their work.

169
01:07:14,360 --> 01:07:16,800
Organisations often invest a lot of time

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01:07:16,800 --> 01:07:18,159
in their recruitment processes

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01:07:18,559 --> 01:07:20,320
to ensure they get the right people.

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01:07:20,920 --> 01:07:23,079
But recruitment is an art, not a science.

173
01:07:23,800 --> 01:07:26,400
So it's vital to ensure that once
people start working

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01:07:26,400 --> 01:07:29,880
for you, you reinforce, recognise,
challenge

175
01:07:30,039 --> 01:07:32,719
and develop them so that they
will put your values

176
01:07:32,719 --> 01:07:34,880
and expectations into practice every day.

177
01:07:36,760 --> 01:07:38,079
I'm going to talk a little bit now

178
01:07:38,079 --> 01:07:40,000
about the context, benefits and impact

179
01:07:40,000 --> 01:07:40,920
of value-based recruitment.

180
01:07:42,400 --> 01:07:44,079
Value-based recruitment has its origins

181
01:07:44,280 --> 01:07:46,320
in children's social care
and safeguarding.

182
01:07:47,239 --> 01:07:50,280
My journey with value-based recruitment
began in 2002

183
01:07:50,639 --> 01:07:53,559
when I joined the NSPCC to develop
a new approach

184
01:07:53,559 --> 01:07:54,800
to recruiting for values.

185
01:07:55,880 --> 01:07:57,920
This came on the back of a number
of high-profile

186
01:07:58,039 --> 01:08:00,480
national inquiries into abuse
in children's homes

187
01:08:00,800 --> 01:08:02,159
and other social care settings

188
01:08:02,599 --> 01:08:04,840
where children were abused
by professionals.

189
01:08:06,119 --> 01:08:09,719
In 1992, the Warner report into
the abuse of children

190
01:08:09,960 --> 01:08:12,480
by Leicestershire, in Leicestershire
by Frank Beck

191
01:08:13,039 --> 01:08:14,760
was a landmark UK review.

192
01:08:15,599 --> 01:08:18,000
It focused specifically on
the way that staff

193
01:08:18,000 --> 01:08:20,840
who worked with children were
assessed for suitability

194
01:08:21,279 --> 01:08:24,479
and it recommended an approach called
preliminary interviewing

195
01:08:24,760 --> 01:08:26,920
to look at candidates' attitude
and motivation.

196
01:08:28,439 --> 01:08:31,159
In 2004, I was part of the
Bichard inquiry,

197
01:08:31,560 --> 01:08:33,960
which was a public inquiry
into the Soham murders

198
01:08:33,960 --> 01:08:34,920
by Ian Huntley.

199
01:08:35,720 --> 01:08:37,560
This inquiry identified failings

200
01:08:37,560 --> 01:08:39,000
in recruitment and vetting systems,

201
01:08:39,560 --> 01:08:40,840
as well as information sharing

202
01:08:41,199 --> 01:08:43,039
and criminal records vetting
recommendations.

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01:08:44,000 --> 01:08:46,359
It also paved the way for the work I did

204
01:08:46,359 --> 01:08:47,600
with the Department for Education

205
01:08:48,119 --> 01:08:50,319
to bring safer recruitment
training to schools,

206
01:08:50,560 --> 01:08:52,159
which took a value-based approach.

207
01:08:53,520 --> 01:08:55,800
So one of the key benefits of
value-based recruitment

208
01:08:56,199 --> 01:08:57,880
is that it makes an important
contribution

209
01:08:57,880 --> 01:08:59,640
to organisational safeguarding.

210
01:09:00,399 --> 01:09:02,560
It focuses on the sorts of
values and behaviours

211
01:09:02,880 --> 01:09:04,199
that ensure the people we recruit

212
01:09:04,560 --> 01:09:06,359
are not only safe to work with children,

213
01:09:06,920 --> 01:09:08,600
but also have the values and attitudes

214
01:09:08,760 --> 01:09:10,079
that enable children to thrive

215
01:09:10,439 --> 01:09:12,920
and receive the sort of care and
support they deserve.

216
01:09:14,640 --> 01:09:16,199
Values-based recruitment enables
organisations

217
01:09:16,560 --> 01:09:19,479
to be more inclusive and widen
their recruitment pool

218
01:09:19,880 --> 01:09:22,680
by looking beyond previous experience
and qualifications.

219
01:09:24,199 --> 01:09:25,920
We know how challenging it is

220
01:09:25,920 --> 01:09:27,880
to fill vacancies in social care.

221
01:09:28,680 --> 01:09:31,439
That's why we need innovative
ways to find people,

222
01:09:31,680 --> 01:09:33,960
perhaps in places where we have
not traditionally looked

223
01:09:34,199 --> 01:09:35,359
or attracted them from.

224
01:09:36,199 --> 01:09:38,439
We know for many roles that we can train

225
01:09:38,560 --> 01:09:40,560
for skill, but we need people to come

226
01:09:40,560 --> 01:09:42,039
with the right values and attitudes.

227
01:09:43,119 --> 01:09:45,479
It has been inspiring to hear the stories

228
01:09:45,479 --> 01:09:47,239
from organisations who have embraced

229
01:09:47,319 --> 01:09:48,479
values-based approaches.

230
01:09:49,119 --> 01:09:51,880
And as a result, it's brought people
of different ages,

231
01:09:51,880 --> 01:09:53,840
cultural backgrounds, as well as people

232
01:09:53,840 --> 01:09:56,359
who had never thought of a
career in social care

233
01:09:56,359 --> 01:09:57,319
to work for them.

234
01:09:58,640 --> 01:10:00,000
From different research studies

235
01:10:00,000 --> 01:10:02,319
that I've been involved
in over the years,

236
01:10:02,600 --> 01:10:04,560
looking at the impact of value-based
recruitment,

237
01:10:05,359 --> 01:10:06,439
we've been able to demonstrate

238
01:10:06,640 --> 01:10:08,800
that compared to traditional
recruitment methods,

239
01:10:09,239 --> 01:10:12,399
people who are recruited for values
often perform better,

240
01:10:12,920 --> 01:10:14,680
have lower rates of sickness and absence,

241
01:10:15,439 --> 01:10:18,680
stay for longer, and display more
of the values we want

242
01:10:18,680 --> 01:10:21,640
to see, such as respect, empathy,
and compassion.

243
01:10:22,319 --> 01:10:24,319
And these values are the
values that we need

244
01:10:24,640 --> 01:10:27,560
to give children the best possible
opportunities in life.

245
01:10:29,000 --> 01:10:30,079
Now that I've shared with you

246
01:10:30,079 --> 01:10:31,479
the value-based recruitment approach

247
01:10:32,000 --> 01:10:33,760
that we've used to develop these videos,

248
01:10:33,760 --> 01:10:35,159
resources, and the toolkit,

249
01:10:35,760 --> 01:10:37,800
I hope you're feeling inspired
to get started

250
01:10:38,000 --> 01:10:39,640
on your value-based recruitment journey.

251
01:10:40,479 --> 01:10:42,600
So here are some things you could
do as a first step.

252
01:10:43,560 --> 01:10:45,319
First, watch all five of our videos

253
01:10:45,319 --> 01:10:46,399
of value-based recruitment,

254
01:10:46,720 --> 01:10:49,359
and use them to think about what
you currently have in place

255
01:10:49,760 --> 01:10:52,840
in your setting and what you could
either adopt or develop.

256
01:10:54,319 --> 01:10:57,000
Then go to the website and
explore the toolkit,

257
01:10:57,039 --> 01:10:58,920
templates, and resources
we share with you.

258
01:10:59,319 --> 01:11:00,760
You can use the links on the webpage

259
01:11:01,000 --> 01:11:03,800
to explore the toolkit, the templates,
and the resources

260
01:11:04,199 --> 01:11:05,960
that have all been designed to help you

261
01:11:05,960 --> 01:11:07,560
on your value-based recruitment journey.

262
01:11:08,720 --> 01:11:10,680
And thirdly, have a conversation
with other leaders

263
01:11:10,680 --> 01:11:13,479
in your setting to ensure that
you have their buy-in

264
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
01:11:17,199 --> 01:11:20,079
This is the best way to ensure
that you can develop

267
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.

269
01:11:25,079 --> 01:11:27,239
Thank you for taking the time
to listen today

270
01:11:27,479 --> 01:11:29,560
and to think about how you
can use this work

271
01:11:29,880 --> 01:11:31,800
to make a difference to children.

1
01:00:05,039 --> 01:00:07,239
Welcome to the third of our
video resources

2
01:00:07,239 --> 01:00:10,199
that have been developed to
support organisations

3
01:00:10,400 --> 01:00:12,960
working in children's social
care to understand

4
01:00:12,960 --> 01:00:15,599
how they can embed a values-based
approach into

5
01:00:15,599 --> 01:00:19,199
recruitment. In this video
we will focus on the

6
01:00:19,199 --> 01:00:22,079
attract and apply elements of
the 5A's value-based

7
01:00:22,079 --> 01:00:25,079
recruitment model. We will
take you through how

8
01:00:25,079 --> 01:00:27,840
you can target and attract
candidates who share

9
01:00:27,840 --> 01:00:30,559
your workplace values and how to ensure

10
01:00:30,559 --> 01:00:33,719
candidates have the opportunity
to demonstrate your values

11
01:00:34,000 --> 01:00:37,519
in the application process.
Attracting enough

12
01:00:37,519 --> 01:00:40,599
staff with the right values
to work in social care

13
01:00:40,880 --> 01:00:43,559
is a challenge for employers
right now, but

14
01:00:43,559 --> 01:00:45,760
we also know that the majority
of those working

15
01:00:45,760 --> 01:00:48,119
in the sector are motivated by making a

16
01:00:48,119 --> 01:00:52,559
difference and giving back to society.
In order to attract

17
01:00:52,559 --> 01:00:55,960
the right staff to work for
you, think about how

18
01:00:55,960 --> 01:00:58,679
you can stand out and sell
what is unique about

19
01:00:58,719 --> 01:01:01,679
your organisation or setting
and why people

20
01:01:01,679 --> 01:01:04,880
should work for you. Your values
are one of the

21
01:01:04,880 --> 01:01:09,079
things that make you unique.
We all know that

22
01:01:09,079 --> 01:01:11,360
different groups of staff have
different motivations

23
01:01:11,440 --> 01:01:14,559
for working in social care,
so to maximize your

24
01:01:14,559 --> 01:01:17,960
potential to recruit great
staff think about how

25
01:01:17,960 --> 01:01:20,920
to attract diverse staff who
can add so much to

26
01:01:20,920 --> 01:01:23,679
your organization's culture and
who have the values

27
01:01:23,760 --> 01:01:26,400
and behaviours you identify
as being important.

28
01:01:27,480 --> 01:01:30,760
This may include older or retired
staff, staff with

29
01:01:30,760 --> 01:01:33,400
no care experience, staff from abroad,

30
01:01:33,760 --> 01:01:37,239
neurodiverse staff and many other
groups of people who may not

31
01:01:37,239 --> 01:01:40,400
have previously considered
working in care. The

32
01:01:40,400 --> 01:01:43,360
benefits of this are that they
provide a larger

33
01:01:43,360 --> 01:01:46,239
pool of potential recruits
and a more diverse

34
01:01:46,239 --> 01:01:49,599
workforce which actually reflects
those for whom

35
01:01:49,599 --> 01:01:53,920
you care for and support.
Your first steps in

36
01:01:53,920 --> 01:01:56,880
using these values to attract
staff is to start

37
01:01:56,880 --> 01:01:59,639
to think about what it is that
makes your setting

38
01:01:59,639 --> 01:02:03,199
or your organisation unique.
Here are some questions

39
01:02:03,199 --> 01:02:06,400
that you could reflect on.
What makes your

40
01:02:06,400 --> 01:02:09,199
organization unique and what
makes you an employer

41
01:02:09,199 --> 01:02:12,119
of choice in your area and
why therefore should

42
01:02:12,119 --> 01:02:16,280
people stay working for you?
Think about who are

43
01:02:16,320 --> 01:02:19,639
your most successful recruits. What are

44
01:02:19,639 --> 01:02:22,000
their diverse characteristics
and motivations for

45
01:02:22,000 --> 01:02:25,000
working in social care and
how do their values

46
01:02:25,000 --> 01:02:29,000
match your values? Your values
and culture are

47
01:02:29,000 --> 01:02:32,000
unique to you and by sharing
your values when

48
01:02:32,000 --> 01:02:35,159
you advertise posts to potential
recruits you can

49
01:02:35,159 --> 01:02:37,840
increase the diverse range
of people who may be

50
01:02:37,840 --> 01:02:40,559
interested in working for you
and increase your

51
01:02:40,559 --> 01:02:43,760
pool of potential applicants. For example

52
01:02:43,760 --> 01:02:47,280
imagine someone who is currently
working in a role in

53
01:02:47,280 --> 01:02:50,199
retail or leisure who enjoys
working with people

54
01:02:50,199 --> 01:02:53,119
and providing a great service
but they feel like

55
01:02:53,119 --> 01:02:55,719
something is missing and they
really want to feel

56
01:02:55,719 --> 01:02:57,760
like they are making a difference
to other people's

57
01:02:57,760 --> 01:03:01,000
lives. Their values could
be a great match for

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01:03:01,000 --> 01:03:03,599
a career in social care but
they may never have

59
01:03:03,599 --> 01:03:05,519
considered how they could
transfer them skills

60
01:03:05,519 --> 01:03:08,360
and experience to a role working
with children.

61
01:03:08,400 --> 01:03:12,719
By sharing your values in your
adverts and in any

62
01:03:12,719 --> 01:03:14,880
of your candidate attraction
events and activities

63
01:03:15,440 --> 01:03:18,039
and making clear that working
for you will

64
01:03:18,039 --> 01:03:20,559
give people the opportunity
to make a difference

65
01:03:20,559 --> 01:03:22,639
and to live out their values
in their work every

66
01:03:22,639 --> 01:03:25,840
day you could attract new people
to want to work

67
01:03:25,840 --> 01:03:29,239
for you. There are lots of
practical ways in

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01:03:29,239 --> 01:03:31,360
which you can make sure your
adverts and candidate

69
01:03:31,360 --> 01:03:34,760
attraction activities stand
out and attract

70
01:03:34,760 --> 01:03:37,320
diverse groups of candidates
who share your values.

71
01:03:37,920 --> 01:03:40,840
Here are some examples. Maybe
you could have

72
01:03:40,840 --> 01:03:43,079
a different set of adverts
depending on which

73
01:03:43,079 --> 01:03:45,840
group you're trying to appeal
to and advertise in

74
01:03:45,840 --> 01:03:48,679
different media to attract more
diverse candidates.

75
01:03:50,039 --> 01:03:51,719
Think about how you could
build an emotional

76
01:03:51,719 --> 01:03:54,079
connection in adverts between
your workplace

77
01:03:54,079 --> 01:03:56,639
values and candidates' personal values.

78
01:03:57,280 --> 01:04:00,199
An example could be using
phrases in an advert like

79
01:04:00,480 --> 01:04:02,199
"Do you ever wish you could make a

80
01:04:02,199 --> 01:04:04,920
difference to the lives of children
and young people

81
01:04:04,920 --> 01:04:06,880
by using your experience or skills in a

82
01:04:06,880 --> 01:04:10,079
different way? Do you love
being part of a team

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01:04:10,079 --> 01:04:12,880
that respect and care for
each other? Then

84
01:04:12,880 --> 01:04:17,280
apply for our post now."
Make your adverts stand out

85
01:04:17,280 --> 01:04:18,960
through using your values and unique

86
01:04:18,960 --> 01:04:21,960
selling points to ensure people
click on your role

87
01:04:22,000 --> 01:04:25,360
rather than another role.
Many adverts look the

88
01:04:25,360 --> 01:04:27,920
same and they focus more on
the facts about the

89
01:04:27,920 --> 01:04:30,599
role not about the culture
and the values and

90
01:04:30,599 --> 01:04:33,159
how it would feel to work
for you so you can

91
01:04:33,199 --> 01:04:35,480
differentiate yourself by appealing
to people's

92
01:04:35,480 --> 01:04:39,199
hearts as well as their heads.
Use your website

93
01:04:39,199 --> 01:04:41,880
and social media posts to talk about your

94
01:04:41,880 --> 01:04:44,880
workplace and to tell stories
of staff living

95
01:04:44,880 --> 01:04:47,519
your values in a way that
makes them proud to

96
01:04:47,519 --> 01:04:50,280
work in social care and explains
why they are

97
01:04:50,280 --> 01:04:53,719
so committed to staying working
for you. And open

98
01:04:53,719 --> 01:04:56,960
days and other in-person events
have information

99
01:04:56,960 --> 01:04:59,920
about your values to share
with people, not just

100
01:04:59,920 --> 01:05:02,000
explaining the benefits and
requirements of your

101
01:05:02,000 --> 01:05:04,679
posts but also about your values and

102
01:05:04,679 --> 01:05:08,480
expectations and how that makes
people feel when they love

103
01:05:08,480 --> 01:05:12,800
being part of your team and
service. The WeCare Wales

104
01:05:12,800 --> 01:05:16,000
site is full of amazing
stories and inspiring

105
01:05:16,000 --> 01:05:19,159
information about working in
social care which you

106
01:05:19,159 --> 01:05:21,920
could use to develop your adverts
and promote your

107
01:05:21,920 --> 01:05:24,639
opportunities to people who may
not have considered

108
01:05:24,639 --> 01:05:28,000
a role in care before.
You can also advertise your

109
01:05:28,000 --> 01:05:31,079
vacancies on the website to reach
a wider audience.

110
01:05:32,719 --> 01:05:35,199
Now that we've thought about
how to use your values

111
01:05:35,199 --> 01:05:38,159
to attract a wider pool of candidates
we will look

112
01:05:38,159 --> 01:05:40,320
at how you can get candidates
to share their values

113
01:05:40,320 --> 01:05:44,280
and behaviours when they apply
for your roles. In a

114
01:05:44,280 --> 01:05:46,880
competitive candidate market
you will want to make

115
01:05:46,880 --> 01:05:49,480
it as quick and easy as possible
for candidates to

116
01:05:49,480 --> 01:05:51,880
apply for your roles so that
you don't miss out on

117
01:05:51,880 --> 01:05:54,960
great people but it is also
important to make

118
01:05:54,960 --> 01:05:57,480
sure you get all the information
you need to make

119
01:05:57,599 --> 01:06:00,159
safe and fair not just quick recruitment

120
01:06:00,159 --> 01:06:04,599
decisions. Many organisations are
now using a two-stage

121
01:06:04,599 --> 01:06:07,239
application process where
they use a short

122
01:06:07,239 --> 01:06:09,719
application to get candidates
to interview

123
01:06:10,000 --> 01:06:12,679
focused on their values and
motivations and

124
01:06:12,679 --> 01:06:15,159
then later they get them to
complete a longer more

125
01:06:15,159 --> 01:06:17,760
detailed application form
to gather important

126
01:06:17,760 --> 01:06:21,559
personal and safeguarding information.
So why should

127
01:06:21,599 --> 01:06:24,360
you ask about values in the
application process?

128
01:06:26,000 --> 01:06:28,280
Firstly because it ensures the
candidates who apply

129
01:06:28,280 --> 01:06:31,480
for your roles are motivated
both by the role and

130
01:06:31,480 --> 01:06:34,199
by work and for you as they have
had to think about

131
01:06:34,199 --> 01:06:36,519
how their values would align
with the role that

132
01:06:36,519 --> 01:06:40,119
they have applied for. And secondly
it enables you

133
01:06:40,119 --> 01:06:42,519
to shortlist out candidates
whose values and

134
01:06:42,519 --> 01:06:45,280
attitudes are not a good fit
for a role in social

135
01:06:45,360 --> 01:06:48,880
care. It may feel for some
people a luxury to be

136
01:06:48,880 --> 01:06:51,159
in a position that you have so
many candidates that

137
01:06:51,199 --> 01:06:53,280
you can afford to shortlist
people out at an

138
01:06:53,280 --> 01:06:56,559
early stage in the recruitment
process. But as we know

139
01:06:56,719 --> 01:06:59,719
you can train for skill and
lots of the skills

140
01:06:59,719 --> 01:07:02,599
needed in social care but you
cannot easily train

141
01:07:02,639 --> 01:07:05,719
for values and attitude.
When staff have the

142
01:07:05,719 --> 01:07:08,400
right values they're more committed
to learning the

143
01:07:08,400 --> 01:07:11,559
skills to do their role well.
By focusing on

144
01:07:11,559 --> 01:07:14,880
values at the application stage
it will save you time in

145
01:07:14,880 --> 01:07:17,599
what is an already busy work schedule by

146
01:07:17,599 --> 01:07:19,800
ensuring that the people you
invite for interview

147
01:07:20,079 --> 01:07:22,400
have demonstrated that they
have thought about

148
01:07:22,400 --> 01:07:25,079
what the values are and that
they share your values.

149
01:07:26,679 --> 01:07:28,320
Here are some different ways that you can

150
01:07:28,320 --> 01:07:30,400
get candidates to demonstrate
their values

151
01:07:30,639 --> 01:07:33,960
at the application and
shortlisting stage. You

152
01:07:33,960 --> 01:07:36,000
could think about including
a question in your

153
01:07:36,000 --> 01:07:38,800
application process where you
ask candidates to

154
01:07:38,800 --> 01:07:41,480
share examples of how they've
demonstrated your

155
01:07:41,480 --> 01:07:45,000
values in their work or their
life. This could be

156
01:07:45,000 --> 01:07:47,280
as part of the additional information
they provide

157
01:07:47,280 --> 01:07:50,079
on your application form but
if you're not

158
01:07:50,079 --> 01:07:51,079
able to include this

159
01:07:51,079 --> 01:07:53,239
in the application form you
could always ask

160
01:07:53,239 --> 01:07:55,559
them to include this in a cover
email or letter.

161
01:07:56,679 --> 01:08:01,199
Some organisations are trying innovative ways
to reduce the time recruitment takes

162
01:08:01,719 --> 01:08:05,920
and make the process more accessible for
candidates so they give candidates the

163
01:08:05,920 --> 01:08:10,599
opportunity to record a two-minute about
me and my values application voice note

164
01:08:10,960 --> 01:08:13,280
which they can send in alongside
of a short

165
01:08:13,280 --> 01:08:16,720
application form. Another
idea would be to

166
01:08:16,720 --> 01:08:18,119
include the values and behaviours you are

167
01:08:18,119 --> 01:08:20,520
looking for in your person
specifications,

168
01:08:21,159 --> 01:08:23,279
taking the worded from your values and

169
01:08:23,279 --> 01:08:26,880
behaviours framework. If you have
an organisationally

170
01:08:26,880 --> 01:08:28,960
agreed job description and
person specification

171
01:08:28,960 --> 01:08:31,960
that you cannot rewrite you
could still include

172
01:08:31,960 --> 01:08:34,960
the values that are specific
to your service by

173
01:08:34,960 --> 01:08:37,000
perhaps adding an extra section
to the end of the

174
01:08:37,039 --> 01:08:40,239
person specification to talk
about your specific

175
01:08:40,239 --> 01:08:43,439
values or alternatively you
could add the values

176
01:08:43,439 --> 01:08:45,720
into items already listed in the person

177
01:08:45,720 --> 01:08:49,439
specification. For example,
if there was a person

178
01:08:49,439 --> 01:08:52,800
specification criteria that
read something like

179
01:08:52,800 --> 01:08:56,239
involving children in decisions
affecting them,

180
01:08:56,239 --> 01:09:00,920
you could add in showing respect and compassion
to the end of the sentence.

181
01:09:02,680 --> 01:09:04,600
Having the values in the person
specification

182
01:09:04,600 --> 01:09:07,359
means that you can use this to
shortlist candidates

183
01:09:07,359 --> 01:09:12,520
who give examples of how they share your values
and are motivated to work for you.

184
01:09:13,159 --> 01:09:15,279
You need to train your recruiters
in how to

185
01:09:15,279 --> 01:09:17,680
shortlist candidates who
share examples of

186
01:09:17,680 --> 01:09:19,560
their values from both their
diverse experiences

187
01:09:19,560 --> 01:09:22,439
and backgrounds as well as their
work experience.

188
01:09:23,840 --> 01:09:28,000
So we want to finish this video with some top
tips and some reflection questions to

189
01:09:28,560 --> 01:09:31,800
hopefully inspire and support
you to embed your

190
01:09:31,800 --> 01:09:35,119
values in your candidate attraction
and adverts.

191
01:09:37,159 --> 01:09:41,600
Top tip one, think about what is unique about
your workplace culture and values

192
01:09:41,760 --> 01:09:44,239
that makes you an employer of choice and

193
01:09:44,239 --> 01:09:47,000
include this in your adverts and
candidate attraction

194
01:09:47,000 --> 01:09:51,000
activities. Top tip two, embed values and

195
01:09:51,000 --> 01:09:52,680
behaviours in your job descriptions
and person

196
01:09:52,800 --> 01:09:55,880
specifications and ask candidates
to share work

197
01:09:55,880 --> 01:09:58,319
and life examples of how they
have demonstrated

198
01:09:58,319 --> 01:10:00,560
your values as part of your application

199
01:10:00,560 --> 01:10:05,000
process. And top tip three, shortlist
candidates for

200
01:10:05,000 --> 01:10:09,119
interview who show you they share your values
and who you can train for skill.

201
01:10:11,439 --> 01:10:13,279
And here are the three questions
to reflect

202
01:10:13,279 --> 01:10:16,920
on. How are the values and behaviours
that matter

203
01:10:16,960 --> 01:10:19,319
most in your workplace embedded
in your job

204
01:10:19,319 --> 01:10:22,359
adverts and job descriptions and
person specifications?

205
01:10:23,680 --> 01:10:26,359
How effectively do you attract
people for your

206
01:10:26,359 --> 01:10:29,119
posts who have the values
and behaviours that

207
01:10:29,119 --> 01:10:32,239
can ensure they can succeed
in your role? And

208
01:10:32,239 --> 01:10:34,720
what do you need to do next
to ensure that you can

209
01:10:34,720 --> 01:10:37,880
attract and identify as wide
a pool as possible of

210
01:10:37,880 --> 01:10:41,359
candidates who will live out
your values in their work?

211
01:10:42,119 --> 01:10:44,039
Thank you for taking
the time to watch

212
01:10:44,039 --> 01:10:46,680
this video and learn about how
to attract candidates

213
01:10:46,800 --> 01:10:50,039
who share your values.
Join us in the next

214
01:10:50,039 --> 01:10:53,119
video where we will explore
how to effectively

215
01:10:53,119 --> 01:10:57,600
assess candidate values and behaviours during
the interview and selection process.

1
01:00:05,000 --> 01:00:08,750
Welcome to the fourth of our video resources
that have been developed to support

2
01:00:08,750 --> 01:00:12,187
organisations working in social
care to understand how

3
01:00:12,187 --> 01:00:14,750
they can embed a value-based approach
into recruitment.

4
01:00:15,875 --> 01:00:19,812
In this video, we will focus on the
assess element of the 5A's model.

5
01:00:20,625 --> 01:00:25,062
We will take you through how you can use
different selection tools to assess

6
01:00:25,062 --> 01:00:28,000
whether candidates are the right
people for your roles.

7
01:00:28,687 --> 01:00:33,875
Louise, from Newport City Council, will share
her ideas about how to embed values

8
01:00:33,875 --> 01:00:37,187
into your assessment and interview
processes, and we will

9
01:00:37,187 --> 01:00:39,750
hear the positive impact it has
had in her organisation.

10
01:00:41,312 --> 01:00:45,625
Before Louise and I talk about the approach
she's taken, we'll give you an overview

11
01:00:45,625 --> 01:00:49,500
of why it's important to include values and
behaviours in your selection process,

12
01:00:50,000 --> 01:00:51,812
and we will describe some
of the different

13
01:00:51,812 --> 01:00:54,250
ways in which you can assess
someone's values.

14
01:00:55,625 --> 01:00:58,812
If you've not already watched the second
of our value-based recruitment videos,

15
01:00:59,312 --> 01:01:01,687
which talks about the articulate
stage of the

16
01:01:01,687 --> 01:01:05,187
value-based recruitment process, you
may want to watch that first.

17
01:01:06,000 --> 01:01:09,875
It's important to have done the work to
define and develop your values and

18
01:01:09,875 --> 01:01:13,125
behaviours framework before you think
about the best way to

19
01:01:13,125 --> 01:01:16,375
assess if candidates do have the
values you're looking for.

20
01:01:17,812 --> 01:01:22,312
Many organisations rely on interviews as
their only selection tool, and by

21
01:01:22,312 --> 01:01:27,125
selection tool, we mean any activity or task
that you give to a candidate before

22
01:01:27,125 --> 01:01:31,750
you offer them a position which assesses
their values, their behaviours, their

23
01:01:31,750 --> 01:01:34,000
skills, their knowledge,
their competencies

24
01:01:34,000 --> 01:01:36,250
and their overall suitability
for your role.

25
01:01:37,312 --> 01:01:41,250
But evidence shows that when you use a range
of different selection tools and

26
01:01:41,250 --> 01:01:42,812
involve different people
in the recruitment

27
01:01:42,812 --> 01:01:46,187
process, you're more likely to
recruit the right person.

28
01:01:47,000 --> 01:01:51,125
And also you give the person the opportunity
to show their potential to different

29
01:01:51,125 --> 01:01:54,562
people and in different ways.
And this therefore

30
01:01:54,562 --> 01:01:58,000
contributes to a more inclusive and
equitable recruitment process.

31
01:01:59,437 --> 01:02:05,062
It can be challenging for employers to find
the time to involve more people or

32
01:02:05,062 --> 01:02:08,187
invest more time in interviewing
and assessing candidates.

33
01:02:08,875 --> 01:02:12,937
So trying to find ways to be creative, such
as ways to involve children and people

34
01:02:12,937 --> 01:02:16,562
in the process, and training
lots of different staff to be

35
01:02:16,562 --> 01:02:19,187
involved in recruitment can help
with these challenges.

36
01:02:20,125 --> 01:02:24,750
Values can be assessed using different types
of selection tools, such as value-based

37
01:02:24,750 --> 01:02:30,875
interviews, written activities, role
plays, observed work practices and

38
01:02:30,875 --> 01:02:33,062
activities involving children
and young people.

39
01:02:34,312 --> 01:02:39,750
When I joined the NSPCC in 2002, my priority
was to develop a value-based approach

40
01:02:39,750 --> 01:02:43,750
to interviewing, which took forward the
recommendations from the Warner Report

41
01:02:43,750 --> 01:02:47,000
Choosing with Care, which we discussed
in the first video.

42
01:02:48,000 --> 01:02:52,687
For over 20 years now, I've been teaching
this approach to interviewing in a wide

43
01:02:52,687 --> 01:02:56,250
range of organisations who work with
children and vulnerable adults.

44
01:02:56,812 --> 01:03:01,125
And I've seen the impact value-based interviewing
has had on transforming teams and

45
01:03:01,125 --> 01:03:06,187
cultures by ensuring everyone who joins the
team or service shares the values and

46
01:03:06,187 --> 01:03:09,312
behaviours that have been identified
as being important.

47
01:03:10,000 --> 01:03:14,687
Value-based interviewing is a great way to
find out about candidates values in an

48
01:03:14,687 --> 01:03:19,437
informal structure conversation where the
emphasis is on enabling the person to

49
01:03:19,437 --> 01:03:23,687
share diverse examples to show where they
have put your values into practice.

50
01:03:24,875 --> 01:03:28,500
I'm going to tell you a little bit about
what a value-based interview involves.

51
01:03:29,250 --> 01:03:33,250
A value-based interview enables you to ask
questions that are based on the values

52
01:03:33,250 --> 01:03:35,625
and behaviours that you
have identified as

53
01:03:35,625 --> 01:03:38,000
being most important and relevant
to the role.

54
01:03:38,625 --> 01:03:42,937
You give candidates the opportunity to share
examples from their work and from

55
01:03:42,937 --> 01:03:46,625
their life experience, which can demonstrate
their values in action.

56
01:03:47,750 --> 01:03:52,750
You probe using a structured set of questions
that make the interview feel like a

57
01:03:52,750 --> 01:03:55,937
conversation and enable the candidate
to share their story.

58
01:03:56,750 --> 01:04:00,750
This can be very supportive for nervous
and less experienced candidates.

59
01:04:02,125 --> 01:04:05,812
Sometimes people express a concern that they've
been told that they're not allowed

60
01:04:05,812 --> 01:04:08,375
to ask probing questions
and interviews as

61
01:04:08,375 --> 01:04:10,500
they have to treat all candidates
the same.

62
01:04:11,187 --> 01:04:13,250
But there is nothing in the
equality legislation

63
01:04:13,250 --> 01:04:15,750
that prevents you from asking
probing questions.

64
01:04:16,625 --> 01:04:20,812
As long as you ask each candidate the same
initial question and probe their

65
01:04:20,812 --> 01:04:24,312
responses to enable them to share
their experience in a way

66
01:04:24,312 --> 01:04:27,000
that is relevant to the criteria you
are assessing them against.

67
01:04:27,875 --> 01:04:32,937
This can be a more equitable way to meet candidates
communication preferences and

68
01:04:32,937 --> 01:04:35,187
allow every candidate the
chance to shine.

69
01:04:36,250 --> 01:04:40,187
And so in a values interview, it's important
to also develop clear values and

70
01:04:40,187 --> 01:04:43,250
behaviours-based criteria so you
can assess candidates

71
01:04:43,250 --> 01:04:47,000
responses and use this to evidential
recruitment decisions.

72
01:04:48,000 --> 01:04:52,937
We're now going to hear from Louise from Newport
City Council about how she's made

73
01:04:52,937 --> 01:04:57,437
value-based recruitment work as an important
part of her approach to recruitment.

74
01:04:58,500 --> 01:05:00,875
Welcome Lou. Thank you so much
for being with us today.

75
01:05:01,750 --> 01:05:02,250
Thanks, Kerry.

76
01:05:03,312 --> 01:05:07,687
And I start by asking you to tell us a little
bit about your role and why you've

77
01:05:07,687 --> 01:05:11,187
been looking at value-based recruitment
approaches in your work.

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01:05:11,187 --> 01:05:15,750
Yeah, so I'm a service manager within Children's
Services in Newport City Council

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01:05:15,750 --> 01:05:20,625
and I have responsibility for our children's
homes and fostering services.

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01:05:21,250 --> 01:05:25,312
So Newport has a small number of established
children's homes already.

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01:05:26,375 --> 01:05:28,625
But with the Welsh government
removal of profit

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01:05:28,625 --> 01:05:31,687
agenda had chosen to expand our
in house provision.

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01:05:32,375 --> 01:05:34,625
So that meant expanding at
quite a rate and we

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01:05:34,625 --> 01:05:37,000
had to employ a number of teams
across the city.

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01:05:37,500 --> 01:05:41,562
We wanted to make sure that as well as attracting
those who already had previous

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01:05:41,562 --> 01:05:45,562
experience of the role, we were able to
recruit people who had the fundamental

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01:05:45,562 --> 01:05:50,750
values knowing that with that base we could
offer training and support to ensure

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01:05:50,750 --> 01:05:53,437
they develop the skills and tools
to fulfil the role.

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01:05:54,625 --> 01:05:56,750
Brilliant. We met when you
came to one of the

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01:05:56,750 --> 01:05:59,437
workshops I delivered for Social
Care Wales, didn't we?

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01:05:59,437 --> 01:06:02,062
And we were looking at how children's
residential care

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01:06:02,062 --> 01:06:04,750
could maybe follow a value-based
approach to recruitment.

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01:06:05,000 --> 01:06:09,562
I wonder, could you tell us a little bit about
what did you take from the workshop

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01:06:09,562 --> 01:06:12,000
and what have you been able to apply
in your setting then?

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01:06:12,750 --> 01:06:17,125
Yeah, it was great because I think it
really gave me a chance to reflect on

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01:06:17,125 --> 01:06:21,937
what we had in place and review things right
through from our job descriptions and

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01:06:21,937 --> 01:06:25,000
our adverts and really have a think
about how we interview.

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01:06:25,000 --> 01:06:30,250
I found a lot that you gave us really
helpful and I think to be given the

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01:06:30,250 --> 01:06:35,187
opportunity as well to have a go at some of
the tasks within the training that can

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01:06:35,187 --> 01:06:39,687
be used to interview was great because we've
since implemented some of those.

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01:06:40,750 --> 01:06:43,875
Brilliant. And when you started to implement
some of those things, is there

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01:06:43,875 --> 01:06:47,750
anything that you've learned by using
value-based recruitment for the first

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01:06:47,750 --> 01:06:50,687
time? And is there anything,
having had a go,

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01:06:50,687 --> 01:06:53,000
that you've kind of changed or
added to the process?

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01:06:53,437 --> 01:06:59,500
Yeah, no, we have. I think the main thing
for us is we've extended our interview

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01:06:59,500 --> 01:07:01,750
and our, sorry, our interview
and assessment

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01:07:01,750 --> 01:07:04,000
to include more than just questions
and answers.

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01:07:04,500 --> 01:07:07,312
So it has become more of an
assessment centre to

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01:07:07,312 --> 01:07:10,000
really be able to tease out the
very best from candidates.

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01:07:11,000 --> 01:07:14,750
As an example, I purchased
the values cards that

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01:07:14,750 --> 01:07:17,937
were used on your training and
cups and elastic bands.

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01:07:19,312 --> 01:07:23,625
And we've used those in a few different
ways to help candidates really reflect

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01:07:23,625 --> 01:07:25,750
their core values to us during
the process.

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01:07:26,437 --> 01:07:32,500
As part of our interview days as well, we
have role play and we've brought in care

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01:07:32,500 --> 01:07:35,750
experience adults, foster carers
and a range of other

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01:07:35,750 --> 01:07:40,000
people, as you've said, to really
enhance the process.

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01:07:40,062 --> 01:07:45,812
Beyond a question and answer panel with
their line manager and one other.

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01:07:46,187 --> 01:07:49,375
Wow, that sounds fantastic that you've had a
go at implementing so many things. I

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01:07:49,375 --> 01:07:53,062
wonder, I know you're at quite the early
stages of it, but have you been able to

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01:07:53,062 --> 01:07:56,250
see any impact yet since you've been
using value-based recruitment?

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01:07:56,812 --> 01:08:01,437
Oh, definitely, because I think in implementing
this we found some really excellent

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01:08:01,437 --> 01:08:04,312
team members who might not have
shown quite the same in an

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01:08:04,312 --> 01:08:08,000
interview that was just a question
and answer scoring format.

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01:08:08,500 --> 01:08:11,250
So it's been really, really valuable
in that sense.

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01:08:12,250 --> 01:08:16,437
Fantastic. And I wonder, really appreciate
hearing about the examples that you

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01:08:16,437 --> 01:08:20,375
shared then, if someone was watching this
video and they want to start to think

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01:08:20,375 --> 01:08:23,250
about how they can get started with
value-based recruitment

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01:08:23,250 --> 01:08:26,000
and putting the values into their
recruitment and assessment.

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01:08:26,000 --> 01:08:29,625
Have you got a couple of top tips
for us that you could

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01:08:29,625 --> 01:08:32,312
give them just based on the experience
that you've had so far?

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01:08:33,312 --> 01:08:37,375
Yeah, I would encourage people to utilise
the training and the resources that are

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01:08:37,375 --> 01:08:43,000
available to fully understand how to intertwine
this with your current processes.

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01:08:44,000 --> 01:08:48,937
And I think just be open to understanding
that there are some fantastic people out

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01:08:48,937 --> 01:08:54,750
there who don't necessarily have the previous
experience and qualifications, but

135
01:08:54,750 --> 01:08:56,875
can make some really excellent
team members.

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01:08:58,000 --> 01:09:01,500
I think it is important as well to balance
the fact, you know, be mindful, you do

137
01:09:01,500 --> 01:09:07,625
need that experience within the team, but
a blend can be really, really excellent.

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01:09:09,000 --> 01:09:11,812
Amazing. Thank you so much
for sharing those examples.

139
01:09:12,750 --> 01:09:16,625
I just want to finish this video for you
then with some reflections to hopefully

140
01:09:16,625 --> 01:09:20,500
inspire. You haven't heard about the work
that Lou's done and also the work that

141
01:09:20,500 --> 01:09:24,500
we've tried to talk about today in terms
of how to really embed values and

142
01:09:24,500 --> 01:09:26,812
behaviours in your assessment
and recruitment process.

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01:09:27,375 --> 01:09:29,500
So just to finish off with
three questions that

144
01:09:29,500 --> 01:09:31,875
you could reflect on having
listened to us today.

145
01:09:32,187 --> 01:09:34,375
The first question is, how
are your values and

146
01:09:34,375 --> 01:09:37,500
behaviours currently assessed in
your recruitment process?

147
01:09:38,250 --> 01:09:42,625
Then, how effectively do you feel you do identify
people who have the values and

148
01:09:42,625 --> 01:09:46,187
behaviours that ensure they can succeed
and be happy in roles?

149
01:09:47,250 --> 01:09:52,437
And then finally, what do you need to do next
to develop or redevelop your approach

150
01:09:52,437 --> 01:09:57,375
to your assessment and interview days so that
you're able to identify those people

151
01:09:57,375 --> 01:10:01,625
who will come in with the values, behaviours
and attitude that will make sure

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01:10:01,625 --> 01:10:04,000
they're both happy and effective
in their roles.

153
01:10:04,000 --> 01:10:09,187
Thank you for taking the time to watch this
video and to learn about how to assess

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01:10:09,187 --> 01:10:12,437
candidates values and a huge
thank you to Lou for

155
01:10:12,437 --> 01:10:15,187
sharing her experience and
her top tips with us.

156
01:10:15,750 --> 01:10:20,000
Join us in the next video when we will
explore how to embed values in your

157
01:10:20,000 --> 01:10:23,500
induction, supervision and day to
day management of new staff.

1
01:00:05,039 --> 01:00:07,119
Welcome to the fifth of our
video resources

2
01:00:07,119 --> 01:00:09,559
that have been developed to
support organisations

3
01:00:09,800 --> 01:00:12,519
working in children's social
care to understand

4
01:00:12,519 --> 01:00:15,400
how they can embed a value-based
approach into

5
01:00:15,400 --> 01:00:18,840
recruitment. In this video
we will focus on the

6
01:00:18,840 --> 01:00:22,199
last of the 5A's which is
assimilate and this

7
01:00:22,199 --> 01:00:25,280
means how you induct, train
and support new staff

8
01:00:25,280 --> 01:00:28,119
to give them a successful start
in your organisation.

9
01:00:29,199 --> 01:00:31,440
We will take you through how
you can embed your

10
01:00:31,440 --> 01:00:34,039
values and behaviours in your
induction processes,

11
01:00:34,519 --> 01:00:38,679
in supervision and in formal and informal
conversations with new staff.

12
01:00:40,280 --> 01:00:43,760
Organisations often put a lot of time
and energy into recruiting staff

13
01:00:44,119 --> 01:00:46,239
and see this as the end
of the value-based

14
01:00:46,239 --> 01:00:49,360
recruitment process. But recruitment
is an art,

15
01:00:49,559 --> 01:00:52,280
not a science, which means
that even the best

16
01:00:52,280 --> 01:00:55,000
designed recruitment process
cannot guarantee

17
01:00:55,239 --> 01:00:57,639
that your new staff will be
a perfect fit for

18
01:00:57,639 --> 01:01:00,239
your role or that the values
you identified through

19
01:01:00,280 --> 01:01:02,320
the recruitment process
they will put into

20
01:01:02,320 --> 01:01:06,159
practice. So this final stage
of the value-based

21
01:01:06,159 --> 01:01:08,639
recruitment model is about
how you recognise the

22
01:01:08,639 --> 01:01:11,719
importance of inducting, developing,
managing and

23
01:01:11,719 --> 01:01:14,440
supporting your staff so that
they understand

24
01:01:14,440 --> 01:01:16,440
the values and behaviours
you expect of them

25
01:01:16,679 --> 01:01:19,079
and how they can assimilate
and become part of

26
01:01:19,079 --> 01:01:22,719
your organisational culture.
It sets them up so

27
01:01:22,719 --> 01:01:25,440
that they can share their
unique talents and

28
01:01:25,440 --> 01:01:28,079
individual characteristics
and align these to

29
01:01:28,119 --> 01:01:32,440
your values and expected ways
of working. In the

30
01:01:32,440 --> 01:01:35,280
social care sector, the turnover
rate in the first

31
01:01:35,320 --> 01:01:38,920
year can be high. When you
have done all the

32
01:01:38,920 --> 01:01:42,039
hard work to recruit great staff,
retaining them is

33
01:01:42,039 --> 01:01:44,320
your key priority so that
you don't have to

34
01:01:44,320 --> 01:01:47,360
continually invest time and
resource in more

35
01:01:47,360 --> 01:01:49,960
recruitment. So focusing on values and

36
01:01:49,960 --> 01:01:52,719
behaviours with staff from the
very beginning of the

37
01:01:52,760 --> 01:01:55,760
employment journey can help
you to retain people

38
01:01:55,760 --> 01:01:58,440
because they will know what's
expected of them,

39
01:01:58,440 --> 01:02:01,239
they will feel supported
to develop and to

40
01:02:01,239 --> 01:02:03,519
adjust to new ways of working
in your culture,

41
01:02:04,199 --> 01:02:05,920
and they will also have opportunities to

42
01:02:05,920 --> 01:02:08,559
be recognised and valued
early on for their

43
01:02:08,559 --> 01:02:12,559
contribution. In this video,
we will explore the

44
01:02:12,559 --> 01:02:15,039
three areas where you could
look to embed values

45
01:02:15,239 --> 01:02:18,199
once staff start working for
you. We will look

46
01:02:18,199 --> 01:02:20,920
at the induction process, the
supervision process

47
01:02:21,079 --> 01:02:24,639
and your staff recognition
process. So let's

48
01:02:24,639 --> 01:02:27,760
start by looking at induction.
When you have

49
01:02:27,760 --> 01:02:30,239
established organisational
values that are

50
01:02:30,239 --> 01:02:32,840
clearly defined in your job descriptions
and person

51
01:02:32,840 --> 01:02:35,559
specifications, you should
also ensure that

52
01:02:35,559 --> 01:02:38,880
they're included in other policies
and processes that set

53
01:02:38,880 --> 01:02:41,920
expectations of staff behaviour,
both with each

54
01:02:41,920 --> 01:02:43,800
other and with the children
and young people you

55
01:02:43,800 --> 01:02:47,679
work with, for example, in
your staff conduct code.

56
01:02:48,480 --> 01:02:51,360
As part of your induction
process, you can

57
01:02:51,360 --> 01:02:54,199
ensure staff are aware of
your expectations of

58
01:02:54,199 --> 01:02:57,079
the behaviour when living your
values by sharing

59
01:02:57,079 --> 01:02:59,519
policies like your staff code
of conduct with

60
01:02:59,519 --> 01:03:03,519
them in the induction period.
From a person-centred

61
01:03:03,519 --> 01:03:06,079
perspective, this is a huge
opportunity at

62
01:03:06,079 --> 01:03:08,400
induction to use the information
that you've

63
01:03:08,400 --> 01:03:11,000
learned about your candidate's
values, learning

64
01:03:11,000 --> 01:03:13,480
styles and communication preference
during the

65
01:03:13,480 --> 01:03:16,280
recruitment process to develop
an inclusive

66
01:03:16,280 --> 01:03:18,920
personal induction and training
plan for them.

67
01:03:20,440 --> 01:03:22,559
Your employee induction process
should also

68
01:03:22,559 --> 01:03:24,639
include a focus on the wellbeing
of staff,

69
01:03:25,360 --> 01:03:29,480
helping embed compassionate care as an employer
who takes care of their staff.

70
01:03:30,920 --> 01:03:33,400
Staff wellbeing is an important
element that

71
01:03:33,400 --> 01:03:35,920
feeds into maintaining a positive
workplace culture

72
01:03:36,280 --> 01:03:39,880
and research shows that this can lead
to higher staff retention.

73
01:03:41,119 --> 01:03:44,000
Meeting regularly in the early
stages of inducting

74
01:03:44,000 --> 01:03:46,920
new staff will support them and
help them settle in.

75
01:03:47,880 --> 01:03:49,239
Think about what you've learned on the

76
01:03:49,239 --> 01:03:52,400
recruitment journey about this person
and their values and

77
01:03:52,400 --> 01:03:55,519
behaviours. What interests
them and how do they

78
01:03:55,519 --> 01:03:59,000
learn and absorb information?
Use that to ensure

79
01:03:59,000 --> 01:04:01,079
your conversations with them
during the induction

80
01:04:01,079 --> 01:04:04,239
period meet their needs and
communicate with them

81
01:04:04,239 --> 01:04:08,280
in a way that ensures they understand how
they can meet your expectations.

82
01:04:09,320 --> 01:04:11,760
Setting clear expectations
relating to your

83
01:04:11,760 --> 01:04:14,199
values and behaviours and being
clear about what your

84
01:04:14,199 --> 01:04:17,679
workplace culture is can
enable them

85
01:04:17,679 --> 01:04:20,119
to contribute to the culture
through their behaviour

86
01:04:20,119 --> 01:04:23,480
and their actions. If you
get this right at

87
01:04:23,480 --> 01:04:26,360
the induction stage, all the
conversations and

88
01:04:26,360 --> 01:04:28,599
interactions that follow,
whether it's during

89
01:04:28,599 --> 01:04:30,599
supervision or annual appraisals,
will be more

90
01:04:30,599 --> 01:04:35,599
productive and easier to
have. The All Wales

91
01:04:35,599 --> 01:04:39,239
Induction Framework or AWIF
is a great resource

92
01:04:39,239 --> 01:04:42,280
to ensure you provide a comprehensive
induction

93
01:04:42,280 --> 01:04:46,599
for staff working in social
care. Employers must

94
01:04:46,599 --> 01:04:49,199
support all new workers to complete an

95
01:04:49,199 --> 01:04:52,559
induction as this is a regulatory
requirement within the

96
01:04:52,559 --> 01:04:55,920
RISCA. The All Wales Induction Framework

97
01:04:55,920 --> 01:04:58,639
should be aligned with your
organisation's induction

98
01:04:58,639 --> 01:05:00,719
process to make sure there is no

99
01:05:00,719 --> 01:05:04,480
unnecessary duplication of learning.
There are useful

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01:05:04,480 --> 01:05:07,679
resources on the Social Care
Wales website to

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01:05:07,679 --> 01:05:10,639
support employers and workers
to complete the AWIF.

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01:05:12,280 --> 01:05:14,239
We will now look at how to
take a value-based

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01:05:14,239 --> 01:05:16,800
approach to the supervision
of staff and the

104
01:05:16,800 --> 01:05:19,440
formal and informal conversations
you have with

105
01:05:19,440 --> 01:05:21,239
staff during their induction
period and throughout

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01:05:21,239 --> 01:05:28,280
their time working for you. Embedding and
assimilating your values into supervision

107
01:05:28,599 --> 01:05:31,519
and the working environment
ensures that staff

108
01:05:31,519 --> 01:05:34,400
knows exactly what is expected
of them and this

109
01:05:34,400 --> 01:05:37,079
can lead to them feeling more
happy, confident and

110
01:05:37,079 --> 01:05:40,840
secure. But it also lets staff
know what you value

111
01:05:40,840 --> 01:05:43,199
and recognise and how you value their

112
01:05:43,199 --> 01:05:46,239
contribution and the contribution
they make every day to the

113
01:05:46,360 --> 01:05:49,280
lives of the people they care
for and support in

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01:05:49,280 --> 01:05:51,199
the way in which they demonstrate
your workplace

115
01:05:51,239 --> 01:05:55,199
values. Supervision is one
of the most important

116
01:05:55,199 --> 01:05:59,519
processes organisations have
to support, value,

117
01:05:59,880 --> 01:06:05,440
develop, challenge and manage their staff.
Supervision can be formal or informal,

118
01:06:06,079 --> 01:06:09,679
face-to-face or virtual, group
or individual.

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01:06:09,679 --> 01:06:12,519
The most important thing is that
even when running a

120
01:06:12,519 --> 01:06:15,360
busy team or service that time is made to

121
01:06:15,360 --> 01:06:17,559
offer opportunities to meet
with your staff

122
01:06:17,559 --> 01:06:20,000
and listen to their experience
as concerns and

123
01:06:20,000 --> 01:06:23,239
celebrate their successes.
It's also important

124
01:06:23,239 --> 01:06:25,440
to make time to recognise
and celebrate all

125
01:06:25,440 --> 01:06:28,400
the things they do and to identify
when there are

126
01:06:28,400 --> 01:06:32,239
issues and areas for development.
So when you

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01:06:32,239 --> 01:06:35,239
make supervision sessions with
staff values-based,

128
01:06:35,239 --> 01:06:37,840
it means you are focusing not
just on what staff

129
01:06:37,840 --> 01:06:40,360
are doing but on how they demonstrate
the values

130
01:06:40,360 --> 01:06:42,599
and behaviours that make a
difference in their

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01:06:42,599 --> 01:06:46,239
work. So here are some pointers
around supervision.

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01:06:47,360 --> 01:06:49,519
Supervision helps ensure your
staff know what

133
01:06:49,519 --> 01:06:52,159
their job is and what's expected
of them and as

134
01:06:52,159 --> 01:06:54,679
their manager you are keeping
informed of how

135
01:06:54,679 --> 01:06:56,840
they are doing during the
supervision process.

136
01:06:57,519 --> 01:06:59,400
But it also can help your employees to

137
01:06:59,400 --> 01:07:01,840
understand what the values and
behaviours mean to them

138
01:07:02,039 --> 01:07:05,559
and in their very specific
role. It provides

139
01:07:05,559 --> 01:07:08,360
employees with a regular forum
to voice concerns

140
01:07:08,800 --> 01:07:10,519
and also to highlight their successes and

141
01:07:10,519 --> 01:07:12,800
achievements and it provides
an opportunity

142
01:07:12,800 --> 01:07:15,239
to identify learning and
development needs

143
01:07:15,239 --> 01:07:18,079
along with any issues the employees
are facing.

144
01:07:19,519 --> 01:07:21,400
Good supervision will ensure
that your staff

145
01:07:21,400 --> 01:07:24,159
feel valued and supported in
their role and enables

146
01:07:24,199 --> 01:07:26,639
managers to identify staff
strengths and areas

147
01:07:26,639 --> 01:07:29,599
of development and how they
can best be used and

148
01:07:29,599 --> 01:07:32,280
supported including in their values and

149
01:07:32,280 --> 01:07:36,239
behaviours. And it keeps a focus
on staff well-being through

150
01:07:36,280 --> 01:07:38,559
ensuring that while staff
are delivering the

151
01:07:38,559 --> 01:07:41,400
best service they can for children
and young people,

152
01:07:41,639 --> 01:07:44,159
they also practice and self-care
and putting in

153
01:07:44,159 --> 01:07:46,880
place helpful strategies for
their own wellbeing.

154
01:07:48,280 --> 01:07:52,519
The way managers carry out and commit to supervision
and conversations with staff

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01:07:52,840 --> 01:07:57,400
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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01:08:02,920 --> 01:08:06,079
right attitudes, values, skills
and abilities.

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To make values very present
in the supervision

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01:08:10,360 --> 01:08:13,880
sessions, managers should consider
how when they

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work with members of staff
their work relates to

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01:08:16,479 --> 01:08:19,119
the workplace values and
behaviours. So when

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01:08:19,119 --> 01:08:21,960
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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01:08:24,279 --> 01:08:27,359
goals and objectives and they
focus on how people

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01:08:27,399 --> 01:08:31,279
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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01:08:43,000 --> 01:08:45,760
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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01:08:51,560 --> 01:08:54,680
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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01:08:57,239 --> 01:09:00,279
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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01:09:03,000 --> 01:09:05,640
team where everyone values
and supports each other.

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It's important to find
these opportunities to

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01:09:08,920 --> 01:09:11,119
recognise and give positive
feedback to people

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01:09:11,119 --> 01:09:13,600
when you see them putting your
values into action

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01:09:13,960 --> 01:09:17,840
so they know if they're doing well and
meeting your workplace expectations.

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01:09:19,800 --> 01:09:22,279
Recognition can be done formally
and informally.

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Here are some examples of ways
you could formally

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01:09:25,399 --> 01:09:28,159
recognise people for their values,
behaviours and

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01:09:28,159 --> 01:09:30,680
contribution which other
employers are using.

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01:09:31,720 --> 01:09:33,680
You could have an Employee
of the Month award

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01:09:33,680 --> 01:09:35,720
that is linked to your organisational
values and

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01:09:35,720 --> 01:09:38,560
behaviours and perhaps give
out value certificates

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01:09:38,560 --> 01:09:41,800
with meaningful examples of why
they've been chosen

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01:09:41,800 --> 01:09:44,239
for the award and what values
and behaviours

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01:09:44,239 --> 01:09:47,560
they have displayed. You could
have some physical

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01:09:47,560 --> 01:09:50,279
postcards or some electronic
postcards that

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01:09:50,279 --> 01:09:52,239
staff could send to each other
when they want to

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01:09:52,359 --> 01:09:55,359
recognise or value someone
for how they do

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01:09:55,359 --> 01:09:59,319
what they do. You could also
have a monthly team

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01:09:59,319 --> 01:10:01,520
newsletter with an opportunity
to recognise

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01:10:01,520 --> 01:10:03,840
lots of different people for
the work they do

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01:10:04,039 --> 01:10:06,359
and the difference they're making
and this can be

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01:10:06,359 --> 01:10:09,680
a very inclusive way of recognising
the small and

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01:10:09,680 --> 01:10:12,359
the big things people do and
lots of different

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01:10:12,359 --> 01:10:14,600
ways in which people put your
values into action.

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01:10:15,479 --> 01:10:17,479
And you could include values
in your appraisal

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01:10:17,479 --> 01:10:20,159
process so there is some formal
recognition of

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01:10:20,199 --> 01:10:22,279
achievement that people have
made through the

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01:10:22,279 --> 01:10:26,960
year which links to your values.
Informal ways

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01:10:26,960 --> 01:10:29,119
you could link values to the
way you recognise

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01:10:29,119 --> 01:10:31,680
and value people, could include
in day-to-day

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01:10:31,680 --> 01:10:34,720
conversations, taking the time
to recognise when

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01:10:34,720 --> 01:10:37,399
someone has done something positive
and link into

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that to the values. For
example, you could

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01:10:40,359 --> 01:10:42,600
see someone do something
positive and say,

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01:10:43,199 --> 01:10:45,119
"I saw the way you spoke to
that young person

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01:10:45,119 --> 01:10:48,239
earlier when they were upset.
It made such a

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01:10:48,279 --> 01:10:50,359
difference to them and I could see how

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01:10:50,359 --> 01:10:52,399
compassionate and respectful
you were being."

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01:10:54,000 --> 01:10:56,000
Committing and catching people
doing good things

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01:10:56,000 --> 01:10:58,720
each week and sending out short
emails of thanks

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01:10:59,159 --> 01:11:02,159
and recognition doesn't take
a lot of time but

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01:11:02,159 --> 01:11:05,680
can have a huge impact informally
on making people

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01:11:05,680 --> 01:11:08,560
feel valued and making sure
that you make time

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01:11:08,560 --> 01:11:11,039
for people when they need
to talk and focusing

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01:11:11,079 --> 01:11:13,880
not just on what people are
or aren't doing but

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01:11:13,880 --> 01:11:16,239
also how they are showing up
and displaying your

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01:11:16,279 --> 01:11:20,239
values. So we want to finish
this video with

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01:11:20,239 --> 01:11:22,319
some top tips and some reflection
questions

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01:11:23,000 --> 01:11:25,720
to hopefully inspire and support
you to think

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01:11:25,720 --> 01:11:28,840
about how you induct, train
and support new staff

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01:11:29,079 --> 01:11:31,239
to give them a successful start in your

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01:11:31,239 --> 01:11:35,880
organisation. So here is our first
of the tips. Top tip one,

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01:11:36,600 --> 01:11:38,680
share your values and behaviours
in the induction

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01:11:38,680 --> 01:11:41,920
process to set clear expectations
and help staff

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01:11:42,000 --> 01:11:45,840
feel connected to your workplace
values. Top tip

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01:11:45,840 --> 01:11:48,960
two, train and develop your
new staff throughout

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01:11:48,960 --> 01:11:52,399
their induction period on how
to do the work you

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01:11:52,399 --> 01:11:55,359
want them to do in a value-based
way and support

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01:11:55,359 --> 01:11:59,279
that by linking it to policies
and processes. And

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01:11:59,279 --> 01:12:02,399
top tip three, embed your values
into supervision,

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01:12:02,880 --> 01:12:06,359
one-to-ones, appraisals and
staff recognition and

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01:12:06,359 --> 01:12:09,039
documentation so that thinking
about and discussing

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01:12:09,119 --> 01:12:11,800
your values becomes just the
way in which you do

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01:12:11,800 --> 01:12:16,119
things every day. Let's finish.
We've got three

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01:12:16,119 --> 01:12:20,119
questions to reflect on.
What works well in

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01:12:20,119 --> 01:12:22,680
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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01:12:26,039 --> 01:12:29,239
behaviours in your induction?
And thirdly, what

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01:12:29,239 --> 01:12:32,039
do you need to do to ensure
that you can take a

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01:12:32,039 --> 01:12:34,560
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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01:12:37,960 --> 01:12:40,560
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.