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Welcome to the fifth of our
video resources
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that have been developed to
support organisations
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working in children's social
care to understand
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how they can embed a value-based
approach into
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recruitment. In this video
we will focus on the
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last of the 5A's which is
assimilate and this
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means how you induct, train
and support new staff
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to give them a successful start
in your organisation.
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We will take you through how
you can embed your
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values and behaviours in your
induction processes,
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in supervision and in formal and informal
conversations with new staff.
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Organisations often put a lot of time
and energy into recruiting staff
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and see this as the end
of the value-based
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recruitment process. But recruitment
is an art,
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not a science, which means
that even the best
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designed recruitment process
cannot guarantee
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that your new staff will be
a perfect fit for
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your role or that the values
you identified through
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the recruitment process
they will put into
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practice. So this final stage
of the value-based
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recruitment model is about
how you recognise the
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importance of inducting, developing,
managing and
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supporting your staff so that
they understand
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the values and behaviours
you expect of them
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and how they can assimilate
and become part of
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your organisational culture.
It sets them up so
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that they can share their
unique talents and
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individual characteristics
and align these to
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your values and expected ways
of working. In the
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social care sector, the turnover
rate in the first
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year can be high. When you
have done all the
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hard work to recruit great staff,
retaining them is
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your key priority so that
you don't have to
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continually invest time and
resource in more
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recruitment. So focusing on values and
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behaviours with staff from the
very beginning of the
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employment journey can help
you to retain people
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because they will know what's
expected of them,
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they will feel supported
to develop and to
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adjust to new ways of working
in your culture,
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and they will also have opportunities to
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be recognised and valued
early on for their
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contribution. In this video,
we will explore the
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three areas where you could
look to embed values
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once staff start working for
you. We will look
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at the induction process, the
supervision process
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and your staff recognition
process. So let's
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start by looking at induction.
When you have
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established organisational
values that are
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clearly defined in your job descriptions
and person
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specifications, you should
also ensure that
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they're included in other policies
and processes that set
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expectations of staff behaviour,
both with each
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other and with the children
and young people you
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work with, for example, in
your staff conduct code.
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As part of your induction
process, you can
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ensure staff are aware of
your expectations of
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the behaviour when living your
values by sharing
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policies like your staff code
of conduct with
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them in the induction period.
From a person-centred
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perspective, this is a huge
opportunity at
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induction to use the information
that you've
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learned about your candidate's
values, learning
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styles and communication preference
during the
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recruitment process to develop
an inclusive
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personal induction and training
plan for them.
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Your employee induction process
should also
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include a focus on the wellbeing
of staff,
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helping embed compassionate care as an employer
who takes care of their staff.
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Staff wellbeing is an important
element that
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feeds into maintaining a positive
workplace culture
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and research shows that this can lead
to higher staff retention.
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Meeting regularly in the early
stages of inducting
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new staff will support them and
help them settle in.
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Think about what you've learned on the
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recruitment journey about this person
and their values and
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behaviours. What interests
them and how do they
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learn and absorb information?
Use that to ensure
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your conversations with them
during the induction
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period meet their needs and
communicate with them
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in a way that ensures they understand how
they can meet your expectations.
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Setting clear expectations
relating to your
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values and behaviours and being
clear about what your
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workplace culture is can
enable them
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to contribute to the culture
through their behaviour
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and their actions. If you
get this right at
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the induction stage, all the
conversations and
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interactions that follow,
whether it's during
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supervision or annual appraisals,
will be more
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productive and easier to
have. The All Wales
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Induction Framework or AWIF
is a great resource
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to ensure you provide a comprehensive
induction
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for staff working in social
care. Employers must
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support all new workers to complete an
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induction as this is a regulatory
requirement within the
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RISCA. The All Wales Induction Framework
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should be aligned with your
organisation's induction
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process to make sure there is no
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unnecessary duplication of learning.
There are useful
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resources on the Social Care
Wales website to
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support employers and workers
to complete the AWIF.
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We will now look at how to
take a value-based
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approach to the supervision
of staff and the
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formal and informal conversations
you have with
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staff during their induction
period and throughout
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their time working for you. Embedding and
assimilating your values into supervision
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and the working environment
ensures that staff
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knows exactly what is expected
of them and this
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can lead to them feeling more
happy, confident and
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secure. But it also lets staff
know what you value
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and recognise and how you value their
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contribution and the contribution
they make every day to the
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lives of the people they care
for and support in
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the way in which they demonstrate
your workplace
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values. Supervision is one
of the most important
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processes organisations have
to support, value,
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develop, challenge and manage their staff.
Supervision can be formal or informal,
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face-to-face or virtual, group
or individual.
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The most important thing is that
even when running a
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busy team or service that time is made to
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offer opportunities to meet
with your staff
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and listen to their experience
as concerns and
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celebrate their successes.
It's also important
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to make time to recognise
and celebrate all
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the things they do and to identify
when there are
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issues and areas for development.
So when you
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make supervision sessions with
staff values-based,
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it means you are focusing not
just on what staff
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are doing but on how they demonstrate
the values
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and behaviours that make a
difference in their
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work. So here are some pointers
around supervision.
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Supervision helps ensure your
staff know what
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their job is and what's expected
of them and as
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their manager you are keeping
informed of how
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they are doing during the
supervision process.
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But it also can help your employees to
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understand what the values and
behaviours mean to them
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and in their very specific
role. It provides
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employees with a regular forum
to voice concerns
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and also to highlight their successes and
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achievements and it provides
an opportunity
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to identify learning and
development needs
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along with any issues the employees
are facing.
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Good supervision will ensure
that your staff
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feel valued and supported in
their role and enables
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managers to identify staff
strengths and areas
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of development and how they
can best be used and
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supported including in their values and
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behaviours. And it keeps a focus
on staff well-being through
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ensuring that while staff
are delivering the
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best service they can for children
and young people,
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they also practice and self-care
and putting in
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place helpful strategies for
their own wellbeing.
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The way managers carry out and commit to supervision
and conversations with staff
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is also an opportunity to role model the
organisational values to their staff.
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It is important therefore
to ensure that the
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people carrying out supervision
also have the
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right attitudes, values, skills
and abilities.
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To make values very present
in the supervision
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sessions, managers should consider
how when they
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work with members of staff
their work relates to
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the workplace values and
behaviours. So when
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you develop targets and objectives
for people,
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it's important to ensure that
they are value-based
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goals and objectives and they
focus on how people
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do the role as well as what
they need to do. And
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this leads on to the third area
we wanted to think
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about in the video which is
using your values to
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recognise and value staff. When
staff feel valued
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and recognised for the effort
and the impact of
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their work, they are more likely
to feel engaged
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and want to stay working for
you. It is often
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said people don't leave organisations,
they leave
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people and while there are many
reasons why people
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leave roles in social care, we
know that one of the
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key reasons why people stay
is when they feel the
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work they do makes a difference
and they work in a
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team where everyone values
and supports each other.
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It's important to find
these opportunities to
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recognise and give positive
feedback to people
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when you see them putting your
values into action
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so they know if they're doing well and
meeting your workplace expectations.
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Recognition can be done formally
and informally.
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Here are some examples of ways
you could formally
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recognise people for their values,
behaviours and
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contribution which other
employers are using.
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You could have an Employee
of the Month award
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that is linked to your organisational
values and
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behaviours and perhaps give
out value certificates
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with meaningful examples of why
they've been chosen
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for the award and what values
and behaviours
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they have displayed. You could
have some physical
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postcards or some electronic
postcards that
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staff could send to each other
when they want to
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recognise or value someone
for how they do
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what they do. You could also
have a monthly team
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newsletter with an opportunity
to recognise
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lots of different people for
the work they do
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and the difference they're making
and this can be
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a very inclusive way of recognising
the small and
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the big things people do and
lots of different
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ways in which people put your
values into action.
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And you could include values
in your appraisal
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process so there is some formal
recognition of
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achievement that people have
made through the
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year which links to your values.
Informal ways
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you could link values to the
way you recognise
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and value people, could include
in day-to-day
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conversations, taking the time
to recognise when
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someone has done something positive
and link into
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that to the values. For
example, you could
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see someone do something
positive and say,
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"I saw the way you spoke to
that young person
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earlier when they were upset.
It made such a
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difference to them and I could see how
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compassionate and respectful
you were being."
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Committing and catching people
doing good things
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each week and sending out short
emails of thanks
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and recognition doesn't take
a lot of time but
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can have a huge impact informally
on making people
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feel valued and making sure
that you make time
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for people when they need
to talk and focusing
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not just on what people are
or aren't doing but
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also how they are showing up
and displaying your
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values. So we want to finish
this video with
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some top tips and some reflection
questions
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to hopefully inspire and support
you to think
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about how you induct, train
and support new staff
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to give them a successful start in your
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organisation. So here is our first
of the tips. Top tip one,
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share your values and behaviours
in the induction
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process to set clear expectations
and help staff
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feel connected to your workplace
values. Top tip
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two, train and develop your
new staff throughout
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their induction period on how
to do the work you
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want them to do in a value-based
way and support
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that by linking it to policies
and processes. And
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top tip three, embed your values
into supervision,
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one-to-ones, appraisals and
staff recognition and
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documentation so that thinking
about and discussing
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your values becomes just the
way in which you do
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things every day. Let's finish.
We've got three
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questions to reflect on.
What works well in
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the induction process in your
organisation at the
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moment? How well embedded
are your values and
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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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for success when they start
working for you?
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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.