Hampshire County Council

Adult Social Care Policy Review Committee Item 8

28 September 2005

Recruitment and Retention

Report by the Director of Adult Services

How the conclusion in this report fits with the Corporate Strategy

This scheme will impact on the delivery of the following Corporate Aims

Aim 5 - improving services, through ensuring that valued staff are retained and that staff recruitment measures are effective

Aim 6 - developing councillors and staff, in that staff development is an important component of the overall recruitment and retention strategy.

1.

Summary

1.1

Recruitment and retention of sufficient staff of acceptable calibre to provide services for the vulnerable people of Hampshire remains a considerable challenge. In part, this results from the county's economy being buoyant with very high levels of employment and a high cost of living. In part, from a national shortage of qualified social workers.

1.2

Several reports have been brought to the Policy Review Committee in the past addressing the question of how this challenge is being tackled and with what results. This report specifically focuses on the outcomes of recruitment activity that have been observed in the early part of the current financial year and compares them with those of a year ago.

1.3

Although significant success has been achieved in delivering the staffing needs for the Authority, there will still be a challenge over the next financial year as a result of two main factors:

· the basic need for more staff from a pool of applicants that is continually decreasing (both within the UK and Europe);

· the potential need to recruit additional people as a result of staff turnover and the need to ensure staffing levels are retained at the required levels.

We will regularly review our recruitment strategies to ensure their effectiveness in meeting the Authority's recruitment targets.

2.

Impact Assessment

2.1

In compiling this report account has been taken of the requirements of the Corporate Equalities Plan and Race Scheme. The measures taken to improve staff retention and recruitment pay regard to these considerations with the result that job opportunities exist for many people who otherwise might not have them.

3.

Consultation with Local Members

3.1

Not applicable.

4.

National Context

4.1

Competition within social care recruitment remains intense. In particular, the national shortage of qualified social workers, including those approved to act under mental health legislation, occupational therapists and the poor image of caring as a profession poses significant challenges for managers and the County Council's Resourcing Centre. This has been further exacerbated by the Enhance Project which has set ambitious recruitment targets over the next two years.

4.2

In a national recruitment and retention survey, produced by the Employers Organisation in September 2004, respondents stated that they experienced greatest difficulty in recruiting qualified social workers. In addition, significant difficulties were experienced with occupational therapists, with 72.7% of respondents citing problems. For non-professional/non-managerial occupations - 45.9% of authorities reported difficulties. This group also experienced the highest retention difficulties. With regard to geographical impact, London and the South West experienced the greatest difficulties with recruitment and retention.

4.3

With the introduction of the Social Work Degree over a three year period and the higher entry requirements as compared with the DipSW programme, we are also experiencing a fallow period until the degree programme starts delivering qualified staff in the numbers required.

5.

Recruitment and Retention Statistics

5.1

The number of staff across all sectors has increased since April 2004.

The significant increase in headcount/full-time equivalents (FTEs) in Older Persons relate to the increased recruitment activity for the Enhance Project. Although these figures look promising, there are still significant recruitment targets to be met in the coming 12 months.

Adults

Older

Persons

Home Care

Headcount as at:

1.4.04

1.8.04

1.4.05

1.8.05

1,177 Headcount

960.9 FTE

1,178 Headcount

966.3 FTE

1,212 Headcount

1,013.3 FTE

1,222 Headcount

990.3 FTE

1,427 Headcount

1,026.8 FTE

1,449 Headcount

1,048.9 FTE

1,562 Headcount

1,158.4 FTE

1,692 Headcount

1,247.3 FTE

878 Headcount

553.6 FTE

900 Headcount

585.2 FTE

892 Headcount

599.8 FTE

875 Headcount

598.0 FTE

Starters:

Apr - July 2004

Apr - July 2005

77 Headcount

59.7 FTE

56 Headcount

38.2 FTE

162 Headcount

114.6 FTE

197 Headcount

142.5 FTE

72 Headcount

54 FTE

19 Headcount

15.1 FTE

Leavers:

Apr - July 2004

Apr - July 2005

57 Headcount

38.9 FTE

55 Headcount

41.3 FTE

105 Headcount

66 FTE

81 Headcount

51.0 FTE

50 Headcount

25.9 FTE

32 Headcount

17.6 FTE

Vacancies as at

1.8.05

137 Headcount

296 Headcount

106 Headcount

6.

Recruitment Strategy

6.1

The Resourcing Centre has been working closely with the corporate advertising agency, TMP, to achieve maximum efficiencies from the resources available. This includes:

· reviewing historical recruitment activity and gauging its effectiveness;

· refining and refocusing press advertising copy which has already been achieved in some areas with the production of standard advertisements which can be used for recurring vacancies;

· facilitating and encouraging local initiatives with managers;

· continuing to develop on-line recruitment activity, including web based advertising;

· responding to speculative applicants through creating a "talent bank";

· building links with colleges, universities and partnership organisations;

· developing an internal candidate process to maximise opportunities for internal candidates.

6.2

We are developing a "tool kit" for managers which will give them greater flexibility on how they can approach recruitment within their local area. Within the toolkit will be an information pack on possible approaches which could be adopted. These will include the use of postcards and posters advertising vacancies, local press and radio advertisements and the use of recruitment open days.

6.3

We continue to attend national forums such as the Nursing Times and Community Care Live events in London.

6.4

We are using on-line recruitment processes. We have successfully negotiated an on-line advertising contract with Community Care magazine which enable us to advertise up to 100 vacancies on their site each month. This gives all social care vacancies the opportunity of national exposure at very competitive rates. The Resourcing Centre has also launched its own on-line recruitment facility allowing applicants to apply on-line, thereby improving the applicant experience, whilst at the same time minimising costs to the Authority. This period has also seen an increase in the use of the Job Centre website, running in parallel with our own on-line facility.

6.5

Working in partnership with West Sussex County Council, we are in the process of tendering for the corporate recruitment advertising contract. This process is due for completion in early 2006.

6.6

The need to recruit and train young people within the County Council, especially in hard-to-fill occupational areas and against the background of an ageing workforce, is a key challenge for the Authority. Apprenticeships have been introduced to provide a beneficial method of introducing young people into the organisation, encouraging diversity, succession planning and talent management. It is an opportunity for young people to achieve a recognised national qualification and gain appropriate range of skills. The Apprenticeship in Social Care started in the County Council in September 2004. 20 places have been made available with 10 apprentices already signing up to the scheme to date. The 10 remaining places have been promoted directly with colleges and universities providing social care courses. This has inevitably led to a closer working relationship with our colleagues in Education.

6.7

Although historically the recruitment of care staff has relied heavily on attracting local candidates, given the difficulties in attracting people to a career in care in the numbers required, employers are facing an increased dependency on recruiting within the European Economic Area for care staff. This approach has been particularly successful for the Authority in recruiting high calibre, well qualified care staff in areas where we experience the greatest recruitment difficulties, primarily within the north of the county. Given the challenging numbers of care staff required for the Enhance Project and the potential effect staff turnover could have on ongoing recruitment needs, there may be a continued reliance on European recruitment.

7.

Retention initiatives

7.1

Given the intense competition for social care staff, market (pay) supplements are used for some hard-to-recruit-to posts in some difficult geographical areas. These are essential in order to remain competitive with other employers. This situation will be reviewed as part of the corporate Pay and Benefits Project.

7.2

A post-graduate trainee social worker scheme has also been introduced. Six places were available to graduates with a first or second class honours degree in a social science or related discipline. The scheme lasts for two years during which trainees study full-time for the MSc in Social Work at the University of Southampton. A salary is paid which increases to Qualified SW grade upon successful completion of the masters programme and registration with the General Social Care Council. Trainees have a dedicated social worker mentor throughout their period of study. 89 applications for the programme were received and 14 candidates were interviewed. All six available places have been filled, the trainees having started with us on 6 September 2005. They are tied to the County Council for two years following completion of their qualification.

7.3

In a similar vein, 21 Adult Services and Children's Services staff are now starting social work degree courses in local universities, seconded on either a full-time or a part-time basis. This investment in staff development, alongside the many opportunities offered for continuous professional development and in-service training, is proving a powerful investment for staff to stay with the County Council rather than seek to develop their career elsewhere.

7.3

Key worker housing is made available. In consultation with the Office of the Deputy Prime Minister, the Department of Health have confirmed that nurses directly employed by Hampshire County Council are now eligible for assistance under the Government's Key Worker Living Scheme in the same way as those employed in the NHS.

7.4

Home Care remains a difficult area to recruit to , primarily due to unsocial working hours and pay rates. With the introduction of Adult Services nationally, the focus of care is likely to move from long-term home care arrangements to short-term and specialist domiciliary care that will reable and rehabilitate service users. Changes to the County Council's Home Care Service along these lines have been approved in principal by the Executive Member, Adult Social Care, and consultation meetings are currently taking place to explain the opportunities that this will create for all involved. It is anticipated that this may make the role of a carer more attractive and more of a career, rather than a job.

Recommendation(s)

That:

1

This report be noted