The current recruitment strategy in my organisation is internal and external sources. Applicants are sought through various sources in order to provide a wider scope of selection. This helps with continuity thereby preventing us from recruiting in a haste which might result in poor hiring decisions and not following company’s hiring policy.
With reference to external source the company uses recruitment agencies who supply applicants for interview for a fee. The company also advertises on local newspapers as well as other job finder website like Care UK. We also rely on recommendations of staff who bring people to join the team by word of mouth. Among these sources, recommendations through staff members has proved to be the best. This is because staff members always want to protect their integrity and credibility thereby recommending colleagues who are tried and tested.
There are also internal promotions which is being used to fill positions for staff with appropriate qualifications and experience. The home manager identifies staffing needs and qualification for each position being sought for. Current employees already know the rules, culture and values of the company and an understanding of how the company operates. This aids staff to move up to senior positions and change departments within the company thereby reducing the likelihood of looking for another job. However, the post is then advertised externally if no staff qualifies. Applicants who are successful for the job also undergo thorough reference and DBS checks.
References from previous jobs also help in giving an idea of the attitude of prospective applicant and it is taken very seriously; the job history also plays an important role in identifying who meets the criteria. Disclosure and Barring Service(DBS) check also helps to know if the applicant is suitable for the job based on past behavioural records which references might not highlight.
Our new strategy is based on our company Behaviour framework where behaviour has now become an important integral part of our recruitment strategy. More often than not applicant skills are normally in the forefront when it comes to hiring decisions but recent knowledge gained underscores the importance of staff having the right attitudes to nurture the skills they possess. The behaviour framework is now incorporated in interviews, supervisions as staff are different and unique and expectations from them from management differs. Staff will then be informed of the behaviours expected from them and then supported to achieve it.
Interviews questions are now modified to seek the attitudes of applicants even if they have the right skills or competency. Some of the behaviours or attitudes expected of new staff to exhibit include commitment, empathy, good communication, being proactive, thinking on their feet and adapting to stressful or challenging situations. Our mission as a company is to provide high standard of person centred care and so it is imperative for new recruit to possess the quality of showing respect, respecting privacy and treating people as unique individuals with different needs. Unacceptable behaviours of old staff are being dealt with through supervisions, disciplinary meeting as a way to effect change.
These then serve as a deterrent to other staff to know the consequences of their actions and to give the highest of care on duty as attitude of a staff can cause rapid deterioration in health of a colleague or resident they care for. Physical bruises can easily be seen and treated but emotional/psychological impact can take longer time to identify.
This Framework is based on the 6 C’s
Compassion Treating residents with dignity and respect by empathising, putting yourself in the person’s shoe and focusing on how they feel i.e. it is all about them. Staff to listen to and give time for residents to give feedback about care experiences considering residents’ life histories and experiences; use of resident preferred name to address them. Showing respect, dignity and providing privacy.
Courage Being brave and bold enough to speak up when things in the company do not meet standards. Staff are empowered to do the right thing and whistle blow attitudes or actions that endanger residents wellbeing, when safeguarding issues flagged up are not dealt with they are expected to follow it up according to hierarchy of reporting. Staff are expected to be bold to make suggestions and act as advocates for residents who might not have a voice and to challenge decisions/bad practices likewise being able to be challenged as well.
Communication: Having networks (Multi-Disciplinary Team) and good relationships which promote improving the service being delivered. Staff should be able to share ideas within themselves, knowing the hierarchy of reporting issues, involving relatives and residents in decision making by use of aids if needed bearing in mind of mental capacity act. Staff to communicate via verbal or written ensuring it is legible, relevant, accurate, dated etc.
Competence: Health care staff require a constant updating of knowledge and skills to keep up to date with the latest practices enabling staff to measure the quality of service offered to residents on a daily basis. This can be achieved by Staff attending trainings organised by the company to keep them up to date. Also through supervisions and appraisals and continuing professional development.
Senior staff supporting through mentoring, coaching junior staff and use of performance route as and when required to enhance staff knowledge, skills and competency.
Care: This is about ensuring that residents are being offered quality support in all aspect by using the holistic approach where an individual is seen as a whole being(picture) with their safety as paramount in all our actions. Staff must always remember they are responsible for residents’ safety and they have also a duty of care. As such, residents interest must always come first.
Staff are then expected to deliver person centred care with a well-documented in a clear, accurate and in a timely evidence. Good communication should be in place to enhance continuity of care. Experienced staff to ensure new staff are being supported in writing daily notes
Commitment: Being a health care professional is a very challenging role which requires self-discipline having a passion for what you do and having a conscience. Commitment is all about doing the right thing for residents and family through transparent measurement and evaluation.
Staff are to know that sometimes change is inevitable for progress and all have to work together to achieve a goal; which is giving excellent support to residents through involvement of family or significant ones.
It is important to have a behaviour framework because looking at an applicant’s past behaviours and attitudes towards their work is the best way to predict their future performances. This also acts as a guideline for the company to set standards for staff to know what is expected of them at each level. It also helps in measuring the input of each individual staff in order to assess them at the end of their probationary period whether to keep them on or let them go. A staff behaviour can be seen in the work produced i.e. the actions.
It also helps to know how applicant would cope in real situations and proof of how their capabilities or qualities have been used in the past. Behaviour framework would also serve as foundation for newly employed staff to cultivate positive attitudes towards work as expectations are clearly spelt out. Questions asked at interviews will be stream lined to avoid hypothesis thereby preventing waste of precious time. It then creates an opportunity for a company to clearly make known expected core behaviours and values needed to promote person centred care. The following are examples of behaviours expected from staff at the White House Nursing Home. The use of appropriate language, honesty and openness, listening to residents and family, respect for differences, cultural awareness, empathy, accountability, acknowledging efforts and success, effective and clear communication, challenging of inappropriate behaviour, focus on quality rather than quantity and embracing change.
In the new strategy we will be recruiting using behaviour based interviewing and value based interviewing. We will do this by recognising and empowering each member of the team’s role as well as residents and families in achieving the delivery of person centred care. through setting out expectations for all staff and skilful use of questioning techniques to recruit suitable people to join the team.
Value based interview is when staff demonstrate value behaviour in line with values of the company aiming at their mission. Such values include positive self-esteem, commitment in staying in a job, effective communication, focussing on feelings of others. It is not all about you.
Behaviour based interviewing is when questions are used to define approaches used in the past to solve a problem or challenges to ascertain the attitude of that particular person. Being attentive, picking up cues from applicants whiles answering would help to know who to hire or who to let go as an applicant can dismantle or build a team.
It is important at interview stage for us to look for both skills and attitudes because skills can easily be changed or acquired while attitude is an inner feeling which a person has to have the mentality to change. Skill is like a donkey being taught to walk to the river side while drinking the water then becomes the attitude; Staff cannot be forced to change their attitude until a change of mind set happens.
The right skill with the right attitude is a recipe for success and so every effort should be made to look out for the right attitudes as skills can change over time. Attitudes such as commitment, going the extra mile to assist a resident or colleague, upholding your value even in stressful situation.
I was part of a team who recently interviewed an applicant for a care assistant position, from answering behavioural question, it came across that she would not be reliable as verbalised “when I go to a new place and I don’t like it I leave but would come and try your place. I cannot promise though”. This rang an alarm bell and although she was highly skilled and did well with the other questions, she was not hired.
The new strategy will make a difference because this will help us as a company to evaluate whether the expectations set out for staff are realistic depending on their level and if we stick to our values and live by it. Leading as an example and practicing what we preach. Staff would be confident to challenge any practice which falls short standard as they now know what is expected of them.
Staffs’ confident would also increase making it easier to talk to people from outside about what we do as a company. Also, it serves as a means or ways to measure performance of staff based on output thereby helping in the long run to attract staff with the right skills and attitudes. Staff can then be developed through training to broaden their knowledge and empower them to aspire higher which result in contentment and happiness at work leading to retention. Motivation is not all about money but acknowledging efforts of staff in adhering to values of the company and delivering at high standards. These can be done through employee of the month awards or even by manager saying “thank you” goes a long way. Wrong attitudes destroy a team and should not be tolerated in any way or form and the time is now. It is very important for a company to use a holistic approach in its recruitment strategy.
Apart from relying on external and internal sources, it is imperative for a company to assess and take into consideration applicant’s behaviour, values during the recruitment process in order to get the best employees to promote high standard care.