In a series of blogs supporting 5 videos recently recorded, 7 UK Care Provider CEOs discuss their Workforce observations and learning through hindsight. Introduced by John Pollaers and coinciding with the release of his Australian Workforce Strategy Report, their feedback is both candid and instructional. 

Sharon Allen is the CEO of Skills for Care who are a delivery partner for the Department of Health and Social Care. They help create a well-led, skilled and valued adult social care workforce. Vic Rayner is Executive Director of the National Care Forum, an industry Peak Body supporting members in the Not for Profit sector. Significant and close interactions with a large number of providers gives these commentators a close-up view of the ingredients needed to deal with looming workforce challenges.
 
No Silver Bullet
Whilst good initiatives appear on a regular basis, dealing with the existing and emerging Workforce challenges requires a big picture response.

• End to end solutions. 
  • Recruit Develop & Retain: What are you doing differently, have your results changed?
• Evidence – understand and acknowledge what actual results are telling you.
  • Values based screening delivering significant improved performance.
• Clients and Colleagues (staff) Consistent person centred treatment for both.
• Community of people and support - not just a workforce.
  • Co-production to involve clients in decisions.
• Fight the urge to be reactive - determine where you need to be in the future.
  • Invest in the cure, don’t treat the symptoms.
  • Workforce Strategies that align with Operational and Commercial realities.

Industry perception is changing – for the worse
After 5+ years in a Person-Centered environment, where the legislation and regulation reinforce the need to put the client at the centre of decisions, Sharon believes the sector is losing ground in its fight for community recognition. Key messages: don’t wait for a sector/or government response. 

• Self help:
  • Community engagement & education IS part of your workforce strategy
  • Address the perception and value of your services in the community
• ICare Ambassador Program to attract staff

The Local Manager
The local manager is a critical part of quality and performance. Find those who value staff, invest in people from induction onward and find ways to connect with staff.

Technology
Technology is used to enhance person centred and relationship-based care, not to replace staff. Technology provides the transparency to identify areas for improvement based on evidence. It is a critical component of successful care provision now and in the future.

In a series of blogs supporting 5 videos recently recorded, 7 UK Care Provider CEOs discuss their Workforce observations and learning through hindsight. Introduced by John Pollaers and coinciding with the release of his Australian Workforce Strategy Report, their feedback is both candid and instructional. 

Dr Jane Townson leads close to 4000 staff at Somerset Care, delivering Aged and Disability services across multiple business lines. Currently only 2% of services in the UK are rated as ‘Outstanding’ by the Care Quality Commission (regulator). Somerset has 8% of its services rated as ‘Outstanding’ and chasing more. The ratings provide a clear competitive advantage and whilst the journey is challenging, success is more about getting the basics right.

Values at the Heart and in the Operation
 Look after the small things to gain the trust of clients and families so that you can deliver on the big things.

• Customer – deep listening and resultant service design.
• Care - not simply client services – including relationships and attitudes of stakeholders and suppliers.
• Candor – speaking the truth openly and learning from mistakes.

 
Somerset Care hires and focusses on performance that is aligned to their key values. Strive for ‘Right people, right roles, right training, right support = right quality’.

Critical Lesson
Localisation: It is the local leader/Registered Manager who will make or break a service as their local autonomy, knowledge and accountability is critical.

Good to Outstanding
Being compliant will get a ‘Good’ rating but ‘Outstanding’ requires additional effort in the areas of innovation, evidence and demonstration of improved outcomes. Importantly, a clear focus on the person and giving them ‘agency’ is the pivotal action that delivers ‘Outstanding’. Revenue levels influence the quality of care, but industry analysis shows services with ‘inadequate’ Care Quality Commission ratings have higher staff costs than those rated ‘Outstanding’.

Finding those areas for improvement is done through deep listening and honest feedback. Also, they use technology, not to replace people but to provide transparency which allows a focus on areas that need improvement. Improving processes and performance in a tight commercial environment requires focus - you don’t have to ‘sheep dip’ all your staff.

Jane’s overall message
Don’t put regulators at the top of your priorities. This is a people business, engaging with and supporting people. Focus the business on customers, recruit for values, arm staff with knowledge and support to achieve results.

In a series of blogs supporting 5 videos recently recorded, 7 UK Care Provider CEOs discuss their Workforce observations and learning through hindsight. Introduced by John Pollaers and coinciding with the release of his Australian Workforce Strategy Report, their feedback is both candid and instructional. ​

In his first CEO role, David Williams has spent the last 3 years leading St Monica Trust which has been operating for close to 100 years. Providing Retirement, Home and Residential Care services across 5 large villages/care homes, the organisation employs over 500 staff supported by a volunteer team of 700 people. David is candid and engaging when discussing strongly held views and his learning through hindsight. Key observations:
 
Simplify and listen (but not to the Gurus)
St Monica Trust stands for making people better off- staff and clients alike, they remunerate above market rate because it makes commercial sense and delivers significant commitment and recognition:

• Develop a relationship with staff beyond the master – servant. Recognize any synergies between business needs and staff personal issues. Bringing the 2 together when possible drives rapid and real change.
• Stand back, listen, interpret, check, implement – it works with clients and staff.

Self-reliance
Government will never give you what you want, and funding increasingly will become tougher. The Care sector “moans” far too much about workforce issues.

• Develop your own short/medium/long term strategies to ensure needs are met;
• Build a career development process for your staff;
• ‘We should not be competing with Aldi’.

Community engagement
Their Intergenerational strategies, such as the ‘Old people’s homes for 4-year old’s’ are building significant momentum even though their start was fortuitous.

• Integration of volunteers into the workforce – critical part of service delivery and experience. 20% of their workforce come through the volunteer network.
• Working to make health and social care ‘sexy’. Show the real impact of the job as well as career options.

Relationship centred approaches

• Build relationships staff/ clients as well as other stakeholders.
• “What matters to me program”. Listen to staff if you expect them to listen to their clients/residents.
• Value and support staff and residents; engage proactively to do this. Simple things often the most meaningful.

​Being genuine, showing a preparedness to engage and not being afraid to make mistakes are central themes in David’s strategy, at a personal and company level.

​These reflections on a CDC environment videos and blog posts were created in a partnership between Altura Learning, Care Advantage Behavioural Screening and Neil Eastwood’s Recruitment Masterclass. The input from the 7 UK business leaders has been invaluable and the time and effort they have put in much appreciated. ​