Care Culture

“We will support care providers by encouraging positive changes that will actively raise the standard of care, each care provider is responsible for listening and acting upon concerns raised which benefits the care being provided. Nightingales Army is here to raise awareness about the concerns that are being expressed and unaddressed”

Cath Dixon CIPD HR Manager - Value in people

Cath Dixon, CIPD

"Let me unpick your people problems and unlock the value in your people" The HR Consultancy that is all about the values Specialising in the Care, Charity and Housing sectors, my services focus on building a relationship with you and your staff; functioning as your trusted external Human Resources Manager who understands your organisation and your people, supporting your leadership team to unlock the value in their people.

 
Nightingales Army – We are honored to have Cath From Value in People join us on our journey. Having a HR consultant on board who shares our values and goals is paramount to building a professional army that is united in their aims and outcomes, through positive encouragement, staff engagement and a style of approach from management that gains positive staff responses we can ensure the cycle of poor practice and poor leadership is broken. This poor practice cycle is proven to contribute to a continuous high turnover of staff, along with statements from staff members, research and surveys carried out. To “Actively Raise The Standard Of Care” this cycle must be broken If you care for your staff in the same way you promote your companies you can join us in making this change today for the well-being of your staff who deliver the care, again you promote. 

Care Culture Spiral

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Aspects of well-being

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What are you doing to retain your staff?

Staff retention and turnover are the biggest issues for care providers, with staff being paid on average minimum wage and often on casual contracts without guaranteed hours, their training and introduction is poor and they are met with staff who are resistant to new staff and change, they do not stay within the company for long periods of time. Companies are not honest with new staff and often promise a job role that is vastly different to the one they fall into. With negative implications on recruitment it has a negative effect on the care being provided. This can have a disastrous effect on the home, care provider or care staff. If a home is shut down due to poor care all the individuals within that home must be relocated, this is a worse case scenario but has happened many times. 

Poor care is unacceptable and completely avoidable with the correct approach to the staff and the environment. Honest open discussion of the job role, what is expected of the staff member in their role and what the manager expects them to be accountable for while taking on this role. Is vital to building a strong manager – employee relationship and for each staff member to know where their responsibilities start and end, so as to not go outside of their job role causing a possible accident, a hospital admission or safeguarding incident.

Employees and x-employees of care settings express their concerns, disgust, experiences and views of an employment via online tools such as Indeed, or other job review sites. Here you can get a real incite into their job role and experience in their employment. Here you can see a selection of responses from various individuals who worked in these care settings, we have removed any providers names or affiliations because we are aware this problem is not just within these certain settings but is a issue nationally. We would like you to take time to reflect to on what it means to you to read these responses about the care setting you promote care in.  

“In 2016, UNISON conducted a survey of nearly 2,000 HCAs across the UK, with the majority working in hospitals as well as in mental health, the community and GP practices. It highlighted how HCAs were carrying out a number of clinical tasks previously carried out by nurses such as heart checks (ECGs). These tasks should be supervised, but staff shortages meant this was not happening.”

It is a ever consistent rolling pattern of interview, induction, training, shadowing a team member, a short period of employment. Finally to resign. Often this care worker will leave their employment and move to another home still retaining in the care sector but never retaining in one place more than a year. The effect this has on the individual is time wasting, unnecessary stress and disappointment in their job, the difficulty of finding a new job and rearranging childcare etc. The effect this has on the home is they lose a team member who could have been a asset to the service, they now have to restart the process of advertising for staff, interviewing staff and hoping they stay employed long enough to gain a benefit from their contracted employment. And via word of mouth may lose reputation or be avoided by public viewing due to personal opinions heard through general chat.       

CQC provide regulations on the staffing levels within your care setting. The intention of this regulation is to make sure that providers deploy enough suitably qualified, competent and experienced staff to enable them to meet all other regulatory requirements described in this part of the Health and Social Care Act 2008. By following these guidelines you can promote a great introduction into your care setting, with consistent professional development plan in place, this can benefit your staff by giving them a well led induction into their job role with clear factual information of the care setting and their duties and responsibilities.

Nightingales Army reminder: It is safer, and work is carried out more efficiently with less staff that demonstrate Skill and Confidence than more staff that are untrained and un-confident. This applies more pressure to well established staff members as on top of an already fast paced stressful job, then have to carry the workload of less established staff. This then causes friction between healthcare assistants and makes the work environment unpleasant and contributes to High turnover as demonstrated in the care culture spiral.    
 
Do you give your staff time to undertake training? Are you making them come off the floor during shift to complete training which is leaving the floor unsafe and putting extra pressure on the few staff left to carry the workload of that which is already under pressure? This contributes to low Staff retention. 
 

What is your company doing for it’s long term solution to retain staff? Do you offer discounts and make it known to staff they are accessible? Do you provide uniforms? external support like health checks, memberships or shopping vouchers? Do you offer training and development to support your staff to grow in their chosen area? When you bring in staff do you retain them by offering them opportunities to excel within your company? 

Between 30th July and August 7th, 2020, the National Association of Care & Support Workers conducted a short survey entitled Professionalism & Parity in Social Care. The principal aim of the survey was to gauge the level of understanding among care workers of what being a professional meant to them. It also asked questions around training and what they felt was meant about parity with our healthcare colleagues.” We at Nightingales find these answers to be a clear representation of how members of the care force are feeling and invite care providers to read the multiple choice answers and the chosen written answers. 

NACAS – Survey Results Summary

Have an unanswered question? Contact us today and we will help you to find an answer.

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