Building the resilience of the workforce our approach Dominique - - PowerPoint PPT Presentation

Building the resilience of the workforce – our approach Dominique Kent Chief Operating Officer The Good Care Group

Our Company

• Providers of award winning, high quality home care

services since 2009

• Registered in England, Scotland and Isle Of Man
• Employs over 700 people
• Founders/Management team passionate about service

ethos in the care market – we want to make a difference

• Specialist in care of conditions- Dementia, Parkinson’s,

MS, Stroke and End of Life Care

• Ambition to be market leading, set standards and

professionalise care

• A desire to be the employer of choice
• Rated Outstanding by CQC

Our Clients

• Older individuals and couples
• Average age 82
• Decision Makers:

– Clients – Daughters arranging care – Sons – financial/legal aspects – CCG’s

• Specialist care needs:

– 75% with Dementia – 10% with Parkinson’s – 15% with Mobility and general frailty health concerns

Our Services

• Live in Care

– High quality, 24 hour care at home – Flexible 4 -5 day service – Subject to assessment, rota, number of days

• Day Care

– London only

• Respite

– Give our family carers a much needed break – Sample our service – developing an ongoing relationship – Access expertise and support – Discounted weekly fee for repeat bookings after a total of 4 weeks

Our Professional Carers

• Carers are employed
• Market leading employment packages to attract talent

and longevity, performance related pay which incentivises people to learn

• Carers referral bonus
• Flexible working and rota patterns
• Innovative training, blended aproach
• Professional development
• Support in placement – 24/7 helpline
• Committed to communication and engagement, critical

for a remote workforce

• Skilled workforce!! (not unskilled)

Challenges we have faced

• Historical growth 40% year on year
• Care recruitment crisis – ‘live in’ is not for everyone
• Specialist skill set – a need for ‘exceptional’ carers
• Despite the offer, training and ethos we have

experienced issues with retention

• Not being able to benchmark our turnover

performance with like for like providers

• The role of a live in carer vs. other care sector roles
• Leading, managing and engaging a remote workforce
• The challenges of lone working; a lack of resilience

within the role

• Effective communication, right tools
• Enabling effective development pathways remotely

What have we reviewed?

• Performance Management
• Care Pathway with Manager to Carer contact
• Recruitment and Selection Process
• Competencies and Psychometrics
• Leadership development -organisationally
• Occupational Health input
• Wellbeing programme
• Care Managers’ skills – our front line leaders

Recruitment & Selection Process

• Reviewed the interview process, values based
• Are our competencies the right ones?
• How do we test this?
• How do we know who is a ‘star performer’

and who isn't?

• How can we use psychometrics and know we

are getting the best from them – are we using the right tool?

Use of Psychometrics

• Using psychometrics makes the selection

process safer and more balanced

• The test highlights issues to explore and

underpins concerns observed but harder to validate during the selection day

• NB – psychometrics are not a template

Recruitment & Selection Process

• Revised interview process
• Designed and implemented a new interview

framework

• Checklist for both the telephone and face to

face interview aligned to new competencies

• Psychometric test introduced
• Introduction of the selection day
• Ongoing review and assessment throughout

induction week with feedback

Occupational Health Input

• Guidance on good health and wellbeing
• Looking at individuals’ needs
• How do we support our carers to develop

resilience?

– Regular exercise – Getting enough sleep – Positive thinking – Building strong relationships – Setting specific and achievable goals that match personal values and build self confidence – Exploring Mind Tools

Our leaders

Summary

• Competency based framework for recruitment tailored to

the service as much as possible

• Competencies built from the bottom up
• Profiling using psychometrics
• A structured selection process that is made up of a number
• f facets (telephone, face to face, selection day,

psychometrics)

• Training – robust induction and ongoing programme
• Regular meaningful contact – focus on wellbeing
• An on-going development programme for care staff and

management

• Reviewed support – introduction of rapid response and

relief teams

• Results in improved turnover

Any questions?