Building Your Workforce Using One Tool at a Time Presented by: Mary Berg, MSW

What do you know? Take A Stand!

In one study, the average cost of turnover was $10,000. Take a Stand!

Recent research has shown that staff turnover has no effect on maltreatment recurrence rates. Take a Stand!

In one study, factors that led to lower turnover were increased salaries, a policy of no on-call work, and a strong effort to complete and approve case plans. Take a Stand!

There is a 30% chance of a child achieving permanency in 12 months when she has had two workers. Take a Stand!

Turnover results in all of these issues: * Unrealistic workloads/caseloads * Unpredictable hours * Too much paperwork * Lack of quality supervision Take a Stand!

The Western Regional Recruitment & Retention Project (WRRRP) University of Denver was one of eight federal child welfare training grants focusing on staff recruitment and retention Five sites in the greater Rocky Mountain region: Colorado, Arizona, and Wyoming Urban and rural child welfare settings Jefferson County

The Western Regional Recruitment & Retention Project (WRRRP) Strong focus on developing and implementing a team model for organizational change. Technical assistance to provide assessment and strategic planning. Technical support for implementing site specific organizational intervention. Development and delivery of specific training to meet site needs. Project tools, resources and trainings.

Jefferson County Getting Started Commitment from top leadership Broad representation of all levels on steering committee Organizational assessment Surveys and focus groups Listen and accept reality Organizational culture change necessary OD is a slow, steady process

 Recruitment  Selection  Training  Retention Strategic Planning

Supervision (Yankeelov, Barbee, Sullivan, & Antle, 2009; Strand & Bosco-Ruggiero, 2008; WRRRP, 2007; Scanapieco & Connell-Carrick, 2007; Strolin-Goltzman, Auerbach, McGowan, & McCarthy, 2008) Work-life fit (Strolin-Goltzman, 2008; SUNY, 2006; Strolin- Goltzman et al., 2008) Organizational culture (Ellett, 2009, Strand & Bosco- Ruggiero, 2008; Weaver, Chang, Clark, & Rhee, 2007) Job Stress (Kim & Stoner, 2008; Hopkins & Cohen- Callow, 2007) Factors most influencing Retention

Job Satisfaction (WRRRP, 2007; Weaver et al, 2007; SUNY, 2006; Strolin-Goltzman, 2008) Training (Strand & Bosco-Ruggiero, 2008; Scanapieco & Connell-Carrick, 2007, SUNY, 2006) Caseloads (Scanpieco & Connell-Carrick, 2007; Weaver et al, 2007) Clarity & Coherence (Strolin-Goltzman, 2008; WRRRP, 2007; SUNY, 2006) Factors most influencing Retention

Identify the issue Develop solutions using multiple strategies IssueSolution Implementation Approach

Recruitment Issue / Solution Issue: Caseworkers surprised about the challenges of the position and resign within months after being hired Solution: Inform applicants about position with a Realistic Job Preview video

Recruitment Issue / Solution Issue: Staff applicant pools do not meet the cultural/language needs of clients. Solution: Partner with bilingual radio station for recruitment efforts.

Issue: Random approach to interviewing and screening of new applicants Solution: Develop standard questions and best practice answers. Role play and interactive case scenarios. Selection Issue/Solution

Training Issues / Solutions Issue: Ill-prepared workforce Solution: Provide standard On the Job Training with competency standards, structured practice and evaluation. Develop continuous training opportunities and tracks.

Retention Issues / Solutions Issue: Fear based organizational culture Solution: Leadership training and organizational culture and practice change

Retention Issues / Solutions Issue: Work/life balance Solution: Flexible/ Alternative work schedules Issue: Vacant positions from turnover (workload distribution) Solution: Pre-vacancy positions

Impact on Practice CFSR Outcomes Re-entry into out of home care SFY % SFY % SFY %

Re-involvement SFY – 11.2% SFY – 9.4% SFY – 7.7%

Questions