1. Nancy S. Dickinson Association of Children’s Welfare Agencies Conference Sydney, AU August 22, 2012 Workforce Development is Right for Children, Youth and Families www.ncwwi.orgwww.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

2. Acknowledgement The U.S. Children’s Bureau supported 8 projects on recruitment and retention of child welfare staff from 2003-2008. The National Child Welfare Workforce Institute is currently funded through a Cooperative Agreement with the Children’s Bureau, Award No. 90CT0145. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

3. www.ncwwi.org Presentation  Workforce development in child welfare  Leadership for workforce development  Leadership for systems change  Summary

4. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org  Growing need for workers (BLS projects 36% growth)  Disproportionate aging of social service workforce  Salaries –Not competitive and not keeping up  Increasing vacancy and turnover rates  Millennial workers – value work fulfillment & work/life balance —Nittoli, 2003; Light, 2003; Anderson, 2007 Demographics of U.S. Social Services

5. GAO Report on Child Welfare Workforce, 2003 Worker turnover and high caseloads: –Impede the achievement of federal safety and permanency outcomes –Limit ability to establish and maintain relationships with children, youth and families –Interfere with timely decisions on child safety www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

6. Impact of Turnover on Child Abuse Recurrence  High functioning agencies had lowest turnover (9%), best paid staff, best compliance with practice standards, and lowest rates of re-abuse  Lowest functioning agencies had highest turnover rates (23%), lowest staff pay, highest average rates of re-abuse NCCD, 2006 Turnover and other workforce factors linked to re-abuse 6 www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

7. Impact of Turnover on Permanency  Children with: –1 worker achieved permanency in 74.5% cases – 2 workers, permanency in 17.5% cases – 3 workers permanency in 5.2% cases A picture speaks a thousand words… Increase in number of worker changes negatively correlated with permanency. 7 www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

8. Children Entering and Exiting Care to Permanency: January 1, 2003 through September 2004 (N=679) Flower, McDonald & Sumski, 2005

9. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org  University at Albany  University of North Carolina Chapel Hill  Michigan State University  University of Iowa  University of Michigan  University of Southern Maine  Fordham University  University of Denver Children’s Bureau: Recruitment & Retention Grantees

10. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org Characteristics of the R&R Projects  Data driven: Organizational assessments, Human Resources data, surveys and focus groups with workers, supervisors and managers, exit interviews, etc.  Strong University – Agency partnerships  Focused on building organizational capacity

11. Findings of the R&R Projects  Vision  Recruitment  Screening  Realistic Job Previews  Retention: Leadership  Retention: Supervision  Retention: Organizational Climate www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

12. Workforce Development: True/False Question  The most important element in Workforce Development is creating a clear link between the individual’s vision and values and the agency’s vision and values. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

13. Workforce Development: True/False Question  The most important element in Workforce Development is creating a clear link between the individual’s vision and values and the agency’s vision and values. TRUE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

14. Realistic Recruitment: True/False Question  Realistic recruitment is a method of discouraging unqualified applicants. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

15. Realistic Recruitment: True/False Question  Realistic recruitment is a method of discouraging unqualified applicants. FALSE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

16. Recruitment: Finding the Best Realistic Recruitment  Presents an accurate picture of the job and the organization  Promotes a more informed decision by the applicant www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

17. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org Recruitment Strategies  Tell the story  Use insiders as recruiters  Link your recruitment message to the unique characteristics and mission of your program  Expand strategies –print, TV, internet, RJPs –Open houses and volunteer opportunities

18. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

19. www.ncwwi.org Impact of a Realistic Job Preview Video: University of Michigan  10% of prospective recruits abandoned the application process, 20% gave more intentional, honest thought to their ability to handle the challenges,70 % percent still interested & better prepared  After a year on the job, 6% of those who had viewed the RJP had left compared to 22% of those who had not viewed it. (Faller et al, 2009)

20. Examples of Realistic Job Previews  Maine http://www.cwti.org/RR/JobPreview.htm  North Carolina http://ssw.unc.edu/jif/rr/rjp.htm  Colorado http://www.cdhs.state.co.us/childwelfare 23

21. Screening and Selection: True/False Question  50% of job failures can be traced directly to mistakes made during the selection process www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

22. Screening and Selection: True/False Question  50% of job failures can be traced directly to mistakes made during the selection process. FALSE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

23. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Selection: Hiring the Best  Use job analysis for screening process related to specific job requirements  Work with your HR office to make sure of legal compliance  Focus on entry level competencies that predict high performance & retention  Use structured process and scoring guides  Use combination of methods to provide comprehensive assessment

24. www.ncwwi.orgwww.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Competency-based Selection: Hiring the Best The better the fit between the requirements of the job and competencies of the jobholder… The higher job performance and retention will be.

25. www.ncwwi.orgwww.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Best Practice in Screening  Job related –validity  Objective –focus on competencies  Multiple assessments  Consistent

26. www.ncwwi.orgwww.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Focus on Underlying Competencies  Interpersonal Relations  Adaptability  Communication Skills  Observation Skills  Planning and Organizing Work  Analytic Thinking  Motivation  Self Awareness/ confidence  Sense of Mission  Teamwork

27. www.ncwwi.orgwww.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Multiple Job Related Assessments  Standard Interview  Fact Finding Interview  Written Exercise  Second Interview  Reference Check

28. www.ncwwi.orgwww.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Types of Questions  Opinion –“Briefly describe why you are interested in this job.”  Past Behavior –“Describe a time when you couldn’t answer a question of a parent…what did you do?”  Situational –“Assume you’re going to visit a home; you knock repeatedly on the door but no one responds. Inside, you can hear a baby crying. What do you do?”

29. Top 10 Push Factors 1.Mismatch between the person and the role 2.Mismatch between the person and the organizational culture 3.Expectations not met 4.Insufficient opportunities for growth and advancement 5.Insufficient recognition or appreciation 6.Problems with direct manager/supervisor 7.Dissatisfaction with pay 8.Stress 9.Lack of work life balance 10.Loss of confidence in the organization, particularly the leadership www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

30. Building a Retention Focused Organization  Supervisors and managers are the architects of organizational climate for their staff www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

31. Retention Leadership: True/False Question  Managers do things right; leaders do the right thing. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

32. Retention Leadership: True/False Question  Managers do things right; leaders do the right thing. TRUE FALSE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

33. www.ncwwi.org Role of Leadership  Inspiring vision  Congruence of agency/individual values, mission and practice  Provide resources to do job  Learning and high performance organizations  Communication channels  Celebrate performance

34. Supervision: True/False Question  Supportive and knowledgeable supervisors are critical to retention. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

35. Supervision: True/False Question  Supportive and knowledgeable supervisors are critical to retention. TRUE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

36. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Supervision: Quality & Quantity  Providing emotional support  Expressing approval and concern  Being warm and friendly  Providing work-related assistance  Fostering on-the-job learning –Peer mentoring –Supervisory coaching

37. Organizational Climate; True/False Question  Positive agency culture and climate improve staff retention, but do not affect client outcomes. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

38. Organizational Climate; True/False Question  Positive agency culture and climate improve staff retention, but do not affect client outcomes. FALSE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

39. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Organizational Retention Strategies  Agency mission is clear and workers feel valued as contributors to that mission  Clear expectations and measurable performance objectives  Staff able to use knowledge and skills  Professional discretion and participatory decision making  Open communication and team work  Opportunities for professional growth and education  A rewards and recognition program  Family-friendly job supports

40. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Organizational Climate and Retention  Mission Driven  Performance Based  Affirming

41. Retention Linked Questions  Do I know what is expected of me at work?  Do I have the materials and equipment I need to do my work right?  At work, do I have the opportunity to do what I do best every day?  Does my supervisor, or someone at work, seem to care about me as a person?  At work, do my opinions seem to count? www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

42. Organizational entry…  The process of making sense of the new environment  Includes both facts and feelings www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

43. Welcome  Version 1 –This is our philosophy. –This is what we expect from you. –These are our policies & procedures. –This is a great place to work.  Version 2 –We were expecting you. –We like you and that is why we hired you. –We know you are nervous, it’s only natural. –We expect you to have lots of questions. –We’re here to answer those questions. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

44. Newcomer Interview  Discuss strengths & expectations for the new position  Tailor work expectations and begin to plan for success  Clarify expectations  Set the stage for future stay interviews www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

45. Newcomer Interview Questions  How are things the same or different than you thought they would be?  Of all the things you have done so far, what has been most challenging?  What talents or skills would you most like to use in your new position?  What appeals most to you about the job so far? What concerns you most? www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

46. Stay Interview Questions  What will keep you here? What might entice you to leave?  What would you like to be doing a year from now?  What about this job makes you jump out of bed in the morning? Hit the snooze button?  What are you overdue for? www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

47. What Do Employees Want Most? They want to do a good job and need:  Supervisor support & involvement  Learning & development opportunities  Supervisor availability & time  Basic Praise –Personal –Written –Public –Electronic www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

48. STRATEGIC LEADERSHIP www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

49. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network The Path to Great Leadership “The path to great leadership starts with a deep understanding of the strengths you bring to the table." (Rath & Conchie, 2008)

50. Strategic Leadership: True/False Question  The most important element in Strategic Leadership is a clear vision and mission. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

51. Strategic Leadership: True/False Question  The most important element in Strategic Leadership is a clear vision and mission. TRUE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

52.  “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” ~Saint-Exupery www.ncwwi.orgwww.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

53. Strategic Leaders and Adaptive Challenges  Solution to the problem is unclear  Requires something new—new behavior, knowledge, action of way of thinking that is not in the group’s current expertise  See the world through new filters and work through problems in a collective process www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

54. Components of Adaptive Leadership  Get on the balcony  Think politically  Be open to all voices  Regulate distress  Orchestrate conflict  Give the work back to the people  Hold steady www.ncwwi.orgwww.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

55. We must become the change we want to see. ~Mahatma Ghandi www.ncwwi.orgwww.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

56. LEADERSHIP FOR SYSTEMS CHANGE www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

57. Leadership Development: Inner and Outer Journey www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

58. Inner Journey  Your visions will become clear only when you look into your heart. Who looks outside dreams. Who looks inside awakens. Carl Jung www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

59. Outer Journey  Vision without action is a dream. Action without vision is simply passing the time. Action with vision is making a positive difference. –Joel Barker. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

60. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network Leadership and Workforce Development Summary  Recruit broadly….select purposefully  Do what it takes to keep the competent and the committed –Align mission and vision –Establish a learning organization –Reward, reward, reward  Leadership at the supervisory & management level is key

61. Selected References American Public Human Services Association. (2005). Report from the 2004 child welfare workforce survey: State agency findings. Washington, DC: Author. Annie E. Casey Foundation (2003). The unsolved challenge of system reform: The condition of the frontline human services workforce. Baltimore, MD: Author. Barth, R.P., Lloyd, E.C., Christ, S. L., Chapman, M.V., & Dickinson, N.S. (2008). Child welfare characteristics and job satisfaction: A national study. Social Work, 53, 199- 209. Bennis, W. & Nanus, B. (2003). Leaders: Strategies for taking charge. New York, NY: HarperBusiness Essentials. Bernotavicz, F. (2008). Recruitment of child welfare staff. Augusta, ME: University of Southern Maine, Edmund S. Muskie School of Public Service, Institute for Public Sector Innovation. Bernotavicz, F. & Locke A. W. (2000). Hiring child welfare caseworkers using a competency-based approach. Public Personnel Management, 29, 33-42. Dickinson, N.S., & Perry, R.E. (2002). Factors influencing the retention of specially educated public child welfare workers. Evaluation Research in Child Welfare, 15(3/4), 89-103. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org

62. Selected References Faller, K.C., Masternak, M., Grinnell-Davis, C., Grabarek, M., Sieffert, J., & Bernotavicz, F. (2009). Realistic job previews in child welfare: State of innovation and practice. Child Welfare, 88(5), 23-48. Government Accountability Office. (2003). Child welfare: HHS could play a greater role in helping child welfare agencies recruit and retain staff [GAO-03-357]. Washington, D.C.: Author. Retrieved from http://www.openminds.com/indres/childwelfare4- 2003.pdfhttp://www.openminds.com/indres/childwelfare4- 2003.pdf Heifetz, R., Grashown, A., & Linsky, M. (2009). The practice of adaptive leadership. Boston, MA: Harvard Business Press. Light, P. (2003) The health of the human services workforce. Washington, DC: The Brookings Institution. Mor Barak, M.E., Travis, D.J., Pyun, H., & Xie, B. (2009) The impact of supervision on worker outcomes: A meta-analysis. Social Service Review, 83(1), 2-32. National Association of Social Workers. (2004). If you’re right for the job, it’s the best job in the world. Washington, DC: Author. Rath, T. & Conchie, B. (2008). Strengths-based leadership. New York, NY: Gallup Press. www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network

63. Thank you!!!  Nancy Dickinson ndickinson@ssw.umaryland.edu www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Networkwww.ncwwi.org