COVER STORY
Train and Retain
Apprenticeship programmes add value to the recruitment and retention of all workers in the care sector not only those in frontline roles, explains Sarah Arnesen, Marketing Director at Paragon Skills.
When we talk about workforce issues in care settings, we are understandably focused on the recruitment and retention our frontline care workers. However, every business no matter what their size, or the type of care they provide, additionally need to attract and retain a strong office team that can ensure quality service delivery. Apprenticeship programmes can add value to the recruitment and retention within care businesses by supporting retention and ensure employees are given the opportunity to develop a professional career in care, be that on the frontline or elsewhere within the business.
The period of 2021/2022 has been oſten referred to as the ‘Great Resignation’ – a year when workers quit their jobs at historic rates. This trend seems to be continuing into 2023, with a survey from Slack showing a third of UK employees are considering a career change. Initially thought to be driven by flexible working, this mass exodus appears to stem from much deeper problems with only one in five leavers stating this as their reason for leaving.
People-centric policies are key to retaining employees and improving overall morale whilst improving productivity. According to an annual survey from SD Worx, the HR and Payroll specialist, The Future of Work and People survey shows that UK employers now consider employee retention and attrition as their top HR challenges for the coming year.
In the UK, the top five HR challenges for 2022 are as follows: • Employee retention and attrition – 45% • Staff welfare and resilience – 44%
- 14 -
• Employee engagement and experience – 40% • Staff planning (including flexible workers) – 35% • Talent attraction and recruitment – 30%
According to the Deloitte Global Millennial Survey 2020, inclusion, diversity, sustainability and reskilling all drive an employee’s intention to remain, with more than six in 10 of those surveyed highlighting these policies.
Larger businesses and SMEs are faced with the problem of creating a meaningful development path, with an emphasis on understanding people’s career expectations. By strengthening succession planning, employees have the opportunity to gain different development experiences through sideways moves where promotions are not feasible.
The pandemic reinforced the importance of workers being adaptable and willing and able to pivot or learn new skills as necessary, as jobs were being reprioritised on immediate needs.
Developing an employee retention strategy is essential when facing the rising costs and causes of turnover specific to the organisation. As well as basic pay and benefits, organisations should consider the following practices, all of which have been proven to play a positive role in retention.
• Flexibility – where possible, accommodate individual preferences on working hours and times.
• Treat people fairly – one of the biggest causes of voluntary resignation, is a perception of unfairness which has serious ramifications.
www.tomorrowscare.co.uk
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44
