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The Kansas Child Welfare Workforce Profile SSWR 2011 Annual Conference January 14, 2010

The Kansas Child Welfare Workforce Profile SSWR 2011 Annual Conference January 14, 2010 Alice Lieberman, Ph.D. and Michelle Levy, A.M. . KANSAS CHILD WELFARE SERVICE PROVIDERS. Two Workforce Models. WORKFORCE MODEL FOR RECRUITMENT/SELECTION AND RETENTION

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The Kansas Child Welfare Workforce Profile SSWR 2011 Annual Conference January 14, 2010

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  1. The Kansas Child Welfare Workforce Profile SSWR 2011 Annual Conference January 14, 2010 Alice Lieberman, Ph.D. and Michelle Levy, A.M.

  2. KANSAS CHILD WELFARE SERVICE PROVIDERS

  3. Two Workforce Models • WORKFORCE MODEL FOR RECRUITMENT/SELECTION AND RETENTION From Maine Child Welfare Training Institute, OCFS Recruitment Resource Guide, 2006 • Relationships between Organizational Characteristics and Work Attitudes to Workforce and Client Outcomes Poertner, 2008

  4. WORKFORCE MODEL FOR RECRUITMENT/SELECTION AND RETENTION RETENTION • Agency Role • Clear vision/mission • Performance expectations (standards and practice model) • Learning Organization • Clear communication channels • Structures for staff input into training and work design • RECRUITMENT AND SELECTION • Organization & Job Analysis- • link to mission & public image • Realistic Recruitment and Screening • Expanded outreach practices • Agency/university partnerships • Streamlined hiring process • Agency staff as recruiters • Expanded Internships (some with employment obligations) • Competency- and value-based hiring process • LEAVING • Career counseling & outplacement services • Exit interviews • Analysis and utilization of data for continuous improvement in recruitment and retention • Post exit follow-up • Professional Development for All Staff • On-site coaching and advising • Tuition reimbursement • On-site MSW classes • In-agency graduate field placement • Clinical unit for field placement • Benefits to encourage tenure in job • Reward system for MSW attainment • In-office distance learning on release time • Support for Supervisors • Performance Expectations • Competency-based development • Supervisory Academy • Supervisor support groups • Graduate courses in supervision Staff Retention Support: Coaching & mentoring; team approaches; debriefing traumatic situations; preventing burnout; flexible approaches; wellness; recognition Growth: Professional development; training; tuition reimbursement; advancement opportunities Performance: Performance measures; performance evaluation link to competencies Maine Child Welfare Training Institute, OCFS Recruitment Resource Guide, 2006 • Community Support • Public education on agency mission and purpose • Cross agency training (e.g. Judicial Symposium)

  5. Relationships between Organizational Characteristics and Work Attitudes to Workforce and Client Outcomes Organizational Climate Job Importance, Autonomy, Challenge Role Ambiguity, Conflict, Overload Work Group Warmth, Pride, Cooperation Organization Innovation, Justice Support Supervisor Trust / Support, Goal Emphasis, Work Facilitation Work Attitudes Job Satisfaction Job Involvement Organizational Commitment Work-family Conflict Stress Client Outcomes Permanency Removal Rates Leadership Client-centered Supervision Goal Orientation Workforce Outcomes Intention to quit Retention

  6. Overview of Methodology Collect Data for Agency Workforce Profiles • Facilitated agency team-based review of workforce practices and policies • Staff Composition • Recruitment, Screening and Hiring • Professional Development • Retention • Surveys on training, communications and organizational climate • Baseline for workforce and client outcomes

  7. Overview of Methodology Aggregate Findings for Statewide Profile • Compilation of Agency Workforce Profiles • Examination of unique contextual and systemic factors • Identify commonalities and themes • De-identified/omitted findings to ensure confidentiality

  8. Kansas CW Workforce: STAFF COMPOSITION Estimated 1,700 staff Approximately 50 agencies

  9. Estimated Average Tenure of Staff Leaving due to “Preventable Turnover” Less than 2 Years Intention to Quit = Turnover

  10. Job satisfaction/retention are more significant issues among caseworkers than supervisors and administrators.

  11. Factors Related to Worker Retention • Job Satisfaction • Organizational Commitment • Work/Family Conflict • Client Centered Supervision • Job Importance, Autonomy and Challenge • Organization Innovation, Justice and Support • Role Ambiguity, Conflict and Overload

  12. Worker Attitudes and Retention Work/Family Conflict Work demands interfere with family life Can’t get things done at home because of the job

  13. Organizational Climate and Retention Client Centered Supervision • Refers to children and families in a positive manner • Identifies strengths in most parents and children • Advocates for resources to meet the needs of children and families

  14. Workforce Profile: Next Steps Results presented to Agencies and Advisory Board for feedback and prioritizing Findings inform Agency-based and Statewide Workforce Initiatives Resurvey Workforce Continue to work on linking with Outcomes

  15. Kansas Workforce Initiativewww.kwi.ku.edu

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