‘Until society sees social care differently, we won’t solve the real crisis in the sector’
There’s no doubt that the social care sector needs a major overhaul. But until society stops seeing care work as a second-rate profession, we will never solve the biggest issue – the workforce crisis, says Victoria Sylvester, Director of Acacia Training. Earlier this year, MPs called for a radical overhaul of the social care system in Britain. Recommendations included the mandatory registration of all care workers, overseen by a governing council, and the creation of a National Care Service. The proposals, published in a new report by the All-Party Parliamentary Group on Social Care were long-awaited after months of headlines about the ‘chaos of the care system’. Reports of half a million unqualified and untrained people working in the care sector shocked the nation, with many fearing for the safety of their elderly relatives and neighbours. There’s no doubt that stories like these are extremely concerning – and that the sector needs reform – but they also contribute to the negative image of a sector which is already struggling due to chronic underfunding and a major workforce crisis. In this country, social care is seen as a second-rate sector. When you think about it, this is incomprehensible considering that care work is a highly-skilled job which our society relies heavily on. With an ageing population, demand is continuing to increase and it is estimated that the sector will need at least another half a million jobs, and people to fulfil them by 2030. Yet there are currently around 75,000 vacant posts in the social care sector according to the GMB union. Skills for Care estimates that the vacancy rate for care workers is 9.1% – more than three times the average for all jobs. We are already seeing the impact of Brexit, with fewer EU workers entering our care sector. Attracting people to the sector has never been more critical and what we need now is incentives, not barriers. The cost of regulation For the entire time that I’ve been in the sector there has been talk about registering care workers. From a quality and safeguarding point of view, it’s an excellent idea. Putting it into practice, however, is going to be a challenge. Consider the Nursing and Midwifery Council (NMC). They set the education standards that professionals must achieve to practise in the UK. If nursing professionals don’t uphold the standards and behaviours set out in their code they can be removed from the register. This gives people the confidence that they will receive quality, safe care. But the NMC is primarily funded by an annual registration fee, which all nursing professionals have to pay. Forcing care workers to pay an annual fee on the current salary levels could become a deterrent to people joining the sector. Wages are notoriously low and don’t match the level of responsibility that social care roles demand. Why should they pay to be on a register when they can earn the same wage in a supermarket? Training can ensure high standards and help to engage and motivate employees, but cost can be a barrier here too, both for employers and workers. Fully-funded training can act as a much-needed incentive to attract – and keep – people in the sector. My family founded Acacia Training after struggling to recruit and retain quality staff at the two care homes we own in Staffordshire and Cheshire. Where we can, we proactively seek out funding opportunities in order to deliver training to carers across the UK. This benefits both employers and employees in order to continually improve standards in the sector. Previously all care workers had to achieve a level 2 qualification within two years of joining the sector but now it’s more of a grey area in terms of expectation. We need to set clear, mandatory minimum standards for all care workers. Retention is just as important as recruitment Ongoing training is also important in retaining employees – another area where the care sector is struggling. There is a real lack of progression opportunities for staff. The opportunities are there but they are not visible or accessible to the majority of people. The care sector is hard. Many people who decide to join it aren’t prepared for how physically and mentally draining it can be. Others get disillusioned by the low salaries and lack of progression. Yet every day hundreds of thousands of care workers get up, go to work and do an absolutely incredible job, caring for society’s most needy and vulnerable people and contributing enormously to their health, happiness and wellbeing. So yes, the care sector does need a radical overhaul and the APPG report is an important step in the right direction. But it also needs an image overhaul too. Let’s stop undervaluing the workforce in this sector and instead look at what we can do to motivate and inspire people to love their job and be the best they can be. Let’s celebrate the hardworking and dedicated people who working tirelessly in this sector to make a positive difference. Victoria Sylvester is a registered nurse, owner of two care homes and Director of Acacia Training, which provides apprenticeships, short courses and government-funded qualifications in the health, social care and early years sectors. For more information, visit: www.acaciatraining.co.uk.
The importance of oral hygiene in care
Roger Daniel is CEO at Red Homes Healthcare. Having grown up working in and around care homes, Roger has vast experience in delivering care. Here he discusses how important it is to have an oral hygiene policy in place… CQC research released earlier this year found that 52% of care homes were without an oral health policy, and 73% of care didn’t sufficiently cover dental health. This is such an important but often overlooked aspect of care that protects residents’ oral health and in turn their overall wellbeing. Conditions such as Parkinson’s disease and dementia which affect a person’s ability to brush their teeth effectively, medications which reduce saliva and the fact that natural teeth are now maintained for longer all lead to greater oral health problems. For those in our care. we must not only address these issues as they arise but also put initiatives in place to prevent them from occurring in the first place. The effects of poor oral hygiene in care A bad oral hygiene routine can severely impact a person’s wellbeing and if we as caregivers are not on top of residents’ oral health it can have significant implications. Loneliness is something which all of us in the care sector are aware of and having teeth which we are uncomfortable with others seeing can lead to low self-esteem and a resident not partaking in social activities. This results in them feeling disconnected and unable to build relationships with those around them. Aside from the cosmetic implications that bad oral hygiene can have on a resident’s self-esteem, not upkeeping oral health can have numerous repercussions on physical health. Just some of the these include: • Respiratory issues as a result of ingesting bacteria from gum disease (recognised in The Journal of Periodontology) • Cardiovascular disease, put simply, as a result of bacteria entering the bloodstream, travelling to the heart and causing plaque to build up in the arteries • Inflammation of the mouth (stomatisis) resulting from a lack of dental care • Increased symptoms of diabetes, as gum disease makes it harder to manage blood sugars. Those with diabetes are also more prone to gum disease. The steps towards positive oral health When someone moves into a care home, they should undergo a full oral health assessment as this helps to identify any issues from the outset. Some simple questions this initial evaluation should include are how they normally manage their oral hygiene, what dental aids they currently use, whether they have dentures (checking they’re clearly labelled if so) and whether they already have a dentist. If dental information is recorded using the oral health assessment tool recommended by the National Institute for Health and Care Excellence (NICE) and specific needs are outlined in someone’s personal care plan, it’s easier to keep on top of ongoing dental requirements. This also ties in greatly with offering person-centred care which is tailored to each individual. In order to maintain a positive dental routine, it’s important that staff are aware of how they can best support residents. This includes the basics of general oral hygiene such as brushing their teeth or dentures twice a day with fluoride toothpaste and using their preferred products. As well as a good daily routine, staff must be aware of the implications that bad oral health can have on residents’ wellbeing and know the steps to take if they are concerned about a person’s dental condition. Working alongside doctors, dentists and community nurses is key to ensuring all aspects of optimum health. Having an effective oral health policy in place can have a huge impact on confidence and social skills, which helps those in care build relationships with both staff and other residents – massively increasing their quality of life. Not only this, but it ensures that residents are able to enjoy food comfortably and can get the night nutrition they need to keep fit and healthy. [1] https://www.cqc.org.uk/publications/major-report/smiling-matters-oral-health-care-care-homes [2] https://www.colgate.com/en-us/oral-health/life-stages/oral-care-age-55-up/the-importance-of-oral-health-for-older-adults-0914
Bookshelf – Care and nursing books for staff and families
We take a look at some of the new care and nursing books out there for staff and families. Covering a range of topics, these titles off CPD, advice and comfort as well as proving a great resource for activities. Sign up to our magazine for more care and nursing books and look out for book package prizes on our competitions page… Namaste Care for People Living with Advanced Dementia: A Practical Guide for Carers and Professionals By Nicola Kendall (£18.99, Jessica Kingsley Publishers) Namaste Care is a therapeutic approach to caring for those living with advanced dementia, focused on improving their quality of life through a simple, soothing and rewarding process. This step-by-step guide is for anyone looking to translate the principles of the Namaste Care approach successfully and professionally into a home or care setting, with an emphasis on the value of volunteers in the community in implementing this. The Namaste Care approach is focussed on giving comfort and pleasure to people with advanced dementia through sensory stimulation, especially the use of touch, and this book provides extensive guidance on every stage of the process, including harnessing community interest, recruiting and training volunteers, and managing pain and discomfort. In a time of ever-growing strain on healthcare resources, this practical guide is a timely reminder of the power and value of informal care and compassionate communities in helping to care better for people with dementia, and is essential reading for carers, professionals and family members. In this book: • The author brings extensive personal experience to the book, having implemented its processes herself, in her own community. • Foreword by Joyce Simard, the original developer of the Namaste Care method. • Extensive detailed information on the actual implementation processes involved in delivering Namaste Care. • Details of a very cost-effective method of caring for those with advanced dementia; appropriate for current economic strain on healthcare systems. About the author Nicola Kendall is a qualified psychotherapist, complementary therapist and mindfulness teacher, as well as the Namaste Lead at St Cuthbert’s Hospice, Durham. She is responsible for setting up a community project involving trained volunteers delivering Namaste Care to people living with advanced dementia at home. Making Sense of Dementia (Orchard Care Homes) If you work in a care environment with people who have dementia you will know that one vital aspect of their wellbeing is continued positive interactions with visits from relatives and friends. But what must it be like for the children who visit? It can be a scary and confusing experience for children. Orchard Care Homes, a leading provider of high-quality care for the elderly, has launched a new children’s activity book, ‘Making Sense of Dementia,’ designed to develop understanding and remove some of the fear and confusion associated with the condition. The book features fun traditional games such as mazes, spot the difference, optical illusions, memory tests, word searches and much more. Every activity is linked to the challenges somebody with dementia may face, with many pages asking children to question what they could do to help. By taking part in these activities, children will better understand the difficulties of having dementia as well as empathise and bond with family members who have the condition. See orchardcarehomes.com to find out more about the book and about how the Reconnect specialist dementia care model will deliver a holistic approach to caring for people with dementia that is significantly improved over traditional dependence on medication. Evidence-based Practice in Dementia for Nurses and Nursing Students by Dr Karen Harrison Dening (£24.99, Jessica Kingsley Publishers) Dr Karen Harrison Dening, editor of Evidence-based Practice in Dementia for Nurses and Nursing Students, discusses why dementia care is changing over time – and what care staff should be taught to ensure they can offer the best support… More people are living longer in old age, thus we are seeing an increase in both the prevalence and incidence of age-related conditions such as dementia. Dementia is a term used to describe a syndrome; a collection of symptoms, including a decline in memory, reasoning and communication skills, and a gradual loss of skills needed to carry out daily living activities [1]. The symptoms are caused by structural and chemical changes to the brain as a result of neurodegenerative change and processes. These include tissue destruction, compression, inflammation, and biochemical imbalances. In other words, the process of dementia is the end-stage manifestation of numerous brain disorders [2]. But that is the underlying technical rationale for what is going on; what about dementia care? Dementia care has changed massively on many levels since my days as a student nurse in the 1970s where people with dementia were contained in ‘back wards’ in large psychiatric hospitals. We saw the advent of such marvels as the ‘Kitwoodian’ approach to person-centred dementia care [3]. Also as the large psychiatric hospitals were closed we saw the expansion in a variety of dementia care settings and range of dementia services, education, technology, validation and revalidation of professional registrations…need I go on? As I moved through my career, reflecting on my practice and knowledge I would sometimes find myself saying ‘if only I knew then what I know now’ – then where would I be today? What resources might I have benefited from during my years of training and then as an early career nurse? I would have highly valued a book such as this that introduces the knowledge I needed, the evidence base for practice but that also the guidance to transfer this newly acquired knowledge into my everyday practice. The book was an inspiration following the publication of a very successful series of articles on dementia that ran in a well-known nursing journal between 2015 and 2017, which included 30 individual papers in all from prominent practitioners and academics in the field of dementia care and research. The section editor for the journal approached me and invited me to plan, commission and co-edit on a range of issues and topics on dementia and care
Gen Z: The answer to care industry staff shortages?
A study conducted last year revealed that the level of vacant roles and turnover rates within the care industry are the highest they’ve ever been. One of the main factors for this is the ageing population – more people are reaching ages 85+ and are suffering from more complex health issues. The higher levels of dependability means the need for social care services is intensifying and there isn’t a large enough workforce to meet this demand. View the study here. The population of people aged over 65 is forecast to increase by 40% by 2035 and as a result, an additional 650,000 jobs will be required to meet this demand. Almost a quarter (24%) of the current workforce are aged over 55 – meaning that they are likely to retire within the next 10 years – a harsh reality that is putting more pressure on staff shortages. So why not target and utilise a younger generation? Enter Generation Z – a generation renowned for their dedication to hard work, loyalty and desire for independency and job stability. As it stands, there are currently over 110,000 vacant roles within the care industry, alongside an estimated turnover rate of 30.7%. The high level of staff shortage is putting the sector in crisis and adding increased pressure on an already overstretched industry. People are entering care at a younger age more recently – whether this be to retirement villages, assisted living or aged care facilities – and employment levels are failing to meet the necessary requirements. So, what can employers be doing to attract and retain staff within the care industry? Gen Zs’ unique traits should encourage employers within the care industry to adapt and explore new avenues to fill worker shortages. In this article, Blueleaf discusses the challenges and potential solutions faced by the industry, what can be done to meet the demands of the staff shortage crisis and how to attract Gen Z to a career within care. Understand recognition is the key to retention It is clear that employers are struggling to find, recruit and retain suitable people to the sector and within specific roles. Recognition is the key to retaining staff – by recognising and rewarding hard work, your workers will feel valued. Feeling valued, recognised and respected is within some of the top reasons for employers staying at their current place of work, so is definitely an aspect to take advantage of. Unlike millennials, who enjoy working collaboratively as a team and sharing successes, Gen Zs prefer to be judged on their own achievements and have their individual talents recognised and showcased. Ditch zero-hour contracts and agencies A quarter of the workforce (25%) were on a zero-hours contract (335,000 jobs), and as Gen Zs crave job security, this is not an appealing aspect to them. Not only do zero-hour contracts encourage a low sense of commitment and collaboration amongst workers, they also offer a huge income risk and uncertainty of what a worker will earn month to month. Due to such a high level of staff shortages, many care establishments are turning to agencies for temporary staff. This is an expensive and tedious process and one that can be avoided with sensible hiring decisions. According to Thomas International, the average cost of recruiting a new employee is circa £30,000, so is a large cost in an industry with such high turnover rates. Recruiting and retaining competent staff will not only reduce costs, but will boost productivity. If people within the care industry work hard at repositioning it as a rewarding and viable career options amongst Gen Z, the need for zero-hour contracts and agency staff will slowly deteriorate; which will reduce costs and boost productivity. Provide relevant training for the care industry In addition to offering permanent and stable working hours, Gen Zs are also looking for an employer who can provide structured career progression. This generation has grown up in a world where everything is customisable; through the click of a button, they can identify their personal preferences and mould their experiences to suit these and this is an attribute they are looking to adopt within their career. As well as feeling recognised and valued, career growth, learning and development is an important factor amongst talented employees – so promoting this within a care career amongst Gen Zs is advantageous. Gen Zs are less money-driven than millenials and are looking for more than just a salary, making them the ideal candidates for a role within care. They are seeking meaningful jobs which will offer opportunities for advancement alongside the opportunity to learn new skills. Consider the benefits of utilising software solutions This generation is more tech-savvy than their millennial predecessors, so take advantage of this to enhance productivity. Older generations are reluctant to change and don’t want to switch to electronic systems; administrative work hinders employees’ ability to focus their attention on residents, but certain software solution systems have the ability to strip out old paper-based processes. Adopting and implementing cloud-based solutions and other forms of technology to enhance productivity, encourage employee well-being and increase productivity is definitely something to consider. Care management software solutions can help to reduce the pressure on employees by assisting with budgeting, day-to-day care planning, new client assessments, electronic care planning and record keeping. Additionally, adopting an online HR management system will provide your employees with access to essential information they need, as well as the ability to request and amend records – a valuable perk that makes a huge difference to productivity. Whether it’s requesting annual leave, swapping shifts with colleagues or recording absences, online systems will allow for enhanced efficiency. Gen Zs desire the flexibility to structure work around their lives and have the ability to take time off for a family emergency without having to go through a tedious process. The staff shortages aren’t just related to direct care roles, which make up 76% of jobs within adult social care, there are many vacancies within
Care home nurses are REAL nurses
Recruiting and retaining the right care home nurses in order to tackle the social care crisis: by Lindsay Dingwall, Clinical/Academic Nurse Consultant for Older People at the University of Dundee and Lead Educator of the Care Home Nursing: Changing Perceptions course. We already know that there is a crisis in nurse recruitment in the NHS, but care homes especially, are losing out in the race to recruit registered nurses with the best knowledge, skills and talent. Ironically, if care homes close, aside from some of the most vulnerable people in our society being denied the care they need, the NHS also suffers. So why are care home nurses not more valued? Care home work can still be viewed as undesirable and unskilled; notably not by care home nurses who elect to practice in care homes. They recognise that they are skilled nurses who work autonomously to deliver complex, and at times highly specialist, care. These are the nurses who must take up the gauntlet of “selling” care home careers to nursing students. The use of technology in acute hospitals is commonly viewed as skilled care: but the skill comes from the practitioner’s knowledge and experience of when and how to use technology to save lives. Nursing students learn to value this “scientific” care over the “art” of nursing from different sources – the public fascination with emergency drama, driven by the media, other nursing professionals in their pre-registration programmes, and admittedly, from some care home placements. Nursing students still report after specialist older people placements that they did not use their technical skills and so they did not learn. Preparing care home nurses for the job Nurse education must shift from focusing on medical models of acute in-patient care, to preparing nurses for the evolving health and social care landscape. Care home nurses and nurse educators must work together to develop placement experiences for nursing students that build on their theoretical and practical knowledge. Placements should demonstrate the complexity, not just of health and social care delivery, but the physical, psychological, social and spiritual complexity of each resident. To attract future nurses, care home nurses and educators need to invest time and expertise in teaching nursing students that the art of nursing, those hidden and often undervalued skills, is integral to the best healthcare experiences and quality of life, not just of residents but of nurses themselves. Nurses in care homes require a breadth of nursing knowledge and skills that reflect current developments in health and social care. They require skills from a diverse range of specialities: medical skills to manage cardiac and respiratory conditions; community skills to help people live with long term conditions like diabetes and Parkinson’s Disease, palliative and end of life care skills and mental health skills. They are required to demonstrate leadership and critical thinking, often without the same access to immediate support that hospital nurses may have. In fact, often during the immediate onset of a resident’s health deteriorating, or a crisis in staffing or in the care home environment, the care home nurse is the sole decision maker with the accountability and responsibility for these initial decisions. Small positive changes made within care home environments can impact on every person’s lives and nurses have the flexibility to make these changes. Care home nurses, far from losing their skills have the opportunity to develop rewarding careers. The relationships developed within the “family” of the care home may be reward enough for some. Other care homes nurses may progress towards more senior posts or into clinical leadership and education. Care home nurses must be vocal about the rewarding nature of the job, the high level of responsibility and the opportunities for career progression. Care home work involves looking after those with some of the most complex care needs and care home nurses are real nurses who are educated, artful, innovative, resourceful and passionate. For more information on training for care home nurses, see dundee.ac.uk
Future-proofing the workforce: flexible training for nurses
Sally Boyle, Head of School in the Faculty of Health, Wellbeing and Social Care at The Open University, discusses recruiting and retaining more nurses through flexible training… The UK needs more nurses; this is a simple fact. Despite the number of nurses on the Nursing and Midwifery Council (NMC) register increasing by 20,000 over the past five years, there are still 11,000 advertised vacancies for full-time nurses in the NHS in England – and while healthcare providers are understaffed, patient care is at risk. Uncertainty around nurses’ right to remain post-Brexit has seen new registrations from the EU fall from more than 10,000 in 2015/16 to just 800 in in the year 2017/18*, so it is essential we look to cultivate a more sustainable pipeline of nursing talent both within the UK itself as well as from wider sources of international recruitment. Breaking Barriers Important steps have been taken to increase the number of places available to study nursing in the UK over the past five years, but now, research in The Open University’s latest report, Breaking Barriers into Nursing, reveals that six per cent of those places went unfilled in the last current academic year. This equates to 1,450 nurses each year who could have been fully trained and ready to support the NHS within three or four years. Three in 10 young people considered studying to become a registered nurse – so it is clear that there must be significant barriers acting to deter many from doing so. Removing these barriers, or helping people to overcome them, could encourage more people to enter the profession and have a significant positive impact on the NHS. With the introduction of student loans to replace bursaries for nursing study in England, cost is undoubtedly a major disincentive to many, particularly mature students – but the associated costs (course materials, commuting, living) also pose a problem for prospective students across the UK. Along with cost, there are a number of other important issues to consider: travel, entry requirements, workload, and even the advice made available at school or college. Thankfully, however, there are a number of potential solutions to these that higher education providers and NHS employers could consider in order to improve both recruitment and retention in the sector. As a result of these barriers, many people who may be passionate about entering the profession are unable to study to become nurses, which is adding to the current crisis in nursing. It is time to reconsider the traditional idea of a ‘one size fits all’ approach to nurse education, which lacks the requisite flexibility that many of those interested in pursuing a career in the profession need. Resultantly, access to learning is limited and participation decreases. What can be done to help student nurses? It is important that we give people more options as to how, when and where they study – so that everyone who has the aptitude and values to become a registered nurse has the opportunity to do so. Currently, most higher education Institutions in the UK have entry requirements above the minimum criteria set out by the NMC. These requirements restrict access for many who want to join the profession but who may not have received good educational opportunities in the past. At The Open University, we use a robust open selection process, adhering to requirements specified by the NMC only, which means we’re able to offer places to a much more diverse range of students. With apprenticeships in England, we are starting to open up new routes into the profession, which can help to widen participation and offer continuous professional development opportunities to support staff members that aspire to become registered nurses. Enabling students to earn while they learn, apprenticeships also remove financial barriers, appealing to those concerned by the cost of study or those who would prefer to go straight into the workforce without a three or four-year period needed for study. Similarly, by embracing new technology we can deliver more flexible learning methods. Technology-enabled learning, such as that already offered by The Open University, can remove barriers for many people who would prefer to remain in their home locality to study or who are juggling other commitments. If more providers offered this, it would not only encourage more people to study nursing, it would also reduce the number of nurses who relocate back home following qualification, depriving the town or city which hosted their education of their skills and expertise. The fact that numbers of EU nurses coming to the UK to work has dramatically dropped gives us no option but to act now – we need to remove the barriers reducing our access to homegrown talent. At a time when the NHS is facing a nursing supply and demand problem, it is devastating that places remain unfilled or so many of those studying feel unable to continue, when relatively straightforward solutions could help. *The Nursing and Midwifery Council (2018) The Big Picture
Caring for carers: practical ways to make a difference
Russell Pillar, director of care interiors at Spearhead Healthcare, advises how the right equipment and training makes a huge difference – to staff, residents and families… All of us are aware that the care sector is burgeoning as our elderly population continues to rise. In fact, the Office for National Statistics has predicted a 36% growth in people aged 85+ between 2015 and 2025, up to 2million, and this is expected to lead to even higher demand for care home services. Providing this care is of course reliant on carers, which means attracting and retaining staff is crucial to the sector. However, here there is a growing challenge, with some 110,000 vacancies in England’s adult social care sector at any given time and a 30.7% average annual staff turnover, according to Skills for Care. Outstanding staff care, outstanding resident care It’s unfortunately a common story in CQC inspection reports to see comments about carers being too busy to spend quality time with residents. Also, figures from the Heath and Safety Executive (HSE) show that carers have a higher than average risk of developing issues such as work-related musculoskeletal disorders and stress. While care of residents is always foremost, the sector is becoming more aware of the challenges and risks the workforce encounters when fulfilling their duties – and the clear link between well-supported carers and the delivery of outstanding levels of care. So what can be done on a practical level to support carers and raise overall standards? Choose the right equipment In a highly physical job, having the right equipment in place is vital to free up more of carers’ time to spend engaging meaningfully with residents, and also helps to minimise injury risks. Beds that are adjustable in height for example, such as profiling care beds, help reduce the risk of back injuries. Sometimes a low bed is necessary, of course, but homes can opt for specially designed beds that rise to the same height as a standard profiling bed, such as Spearhead’s Encore Low Bed. Providing the right moving and handling equipment such as hoists and slings in the bathroom, and by beds and chairs, will also help to ensure carers are able to move people safely and securely. Equally, the likes of toilet surrounds and seat aids help everyone by enabling residents to be less reliant on assistance. Don’t neglect staff training We offer a fit-out and room-placement service for care homes, which involves taking the furniture into the building, unwrapping, positioning and fixing it in place as required. While this saves handling by staff and ensures that everything is installed properly, it is not a substitute for training staff in how to lift objects safely. All staff should receive training in lifting and moving people and objects with everyone’s safety in mind. When it comes to the vital matter of cleaning, certain chemicals may be necessary to kill harmful bacteria and viruses, but they can often be dangerous themselves if not used correctly. Training in what products to use, and how to do so safely, is absolutely essential. For precisely this reason we are seeing increasing demand for our Platinum Plan cleaning system that comes with detailed cleaning routines and wall charts, with every item is colour-coded for its purpose. Retaining good staff is central to providing high standards of consistent care, as well as complying with regulations and passing inspections with flying colours. Based on our 30 years’ experience as a supplier to the care sector, we can certainly testify to the inextricable link between the health, safety and quality of life of carers and those they care for. See the Spearhead wesbite for more ideas on caring for your carers.
How can nurses and carers progress their careers?
Michael Johnson-Ellis, one of the managing directors of Healthier Recruitment – an agency that fills vacancies for NHS, private and third sector healthcare organisations with permanent staff only – discusses career development… With services under pressure, tighter budgets and a lack of staff and resources, many nurses and carers report feeling stunted with regard to professional development. However, there are a number of things you can do to progress your career regardless of the external situation.Here are some potential pathways to development: Setting Goals Setting goals orients you towards a certain outcome. Scheduling time to sit down and think about your career, options and aspirations and setting a goal with a deadline when you do so is a great start towards development. Having a long term strategy, such as a five year plan, where you not only identify what you’d like be doing, but also the type of organisations you’d like to work for, will also help guide you towards your larger goals. Networking The importance of networking cannot be understated when trying to progress your career. There’s no holy grail when it comes to networking, but some examples are: – Attending events, job fairs, and recruitment open days.– Using LinkedIn and reaching out to fellow healthcare professionals.– Joining professional networks.– Speaking to colleagues, friends or family about potential opportunities. For nurses, networking is also vital for completing revalidation. As 20 hours of your CPD must involve ‘participatory learning’, activities such as attending conferences can be instrumental in completing this. Furthermore, networking helps with other areas of revalidations, such as obtaining five pieces of ‘practice related feedback’ and reflective discussion. The appraisal system Put time aside in advance of your next appraisal and think about development opportunities you can discuss with your appraiser. You could do this three months ahead of your interview by drafting a Personal Development Plan (PDP). If you make it clear with your appraiser how you wish to develop, it will put you in good stead with those senior to you, making it more likely you’ll be considered for future opportunities when they arise. See what’s out there Searching for vacancies on job websites or social media and signing up for job alerts from agencies and employers is an important step to take. Doing so will help you learn which roles are in demand, what the pay, hours and conditions are like, and the requirements that employers are looking for. Also, following potential employers on social media and keeping up to date with the latest news and developments will provide key information on opportunities and expand your market knowledge. See healthierrecruitment.co.uk for more details on CPD for nurses and carers.
Society’s social care training benefits residents and staff alike
Anne Kasey, Home Manager and Clinical Lead for maritime charity, the Royal Alfred Seafarers’ Society, discusses the importance of investing in training in the social care sector and how it benefits residents… It doesn’t matter which sector one operates in – having the right staff for the job is paramount to the success of any business. In the social care industry, this is more important than anywhere as staff are fundamental to the health and wellbeing of residents and have a duty of care to fulfil. The social care sector is currently facing difficulties recruiting and retaining qualified staff – in fact 15% of vacancies across the entire UK economy are in the health and social work sectors according to the Office for National Statistics (ONS). To combat this, up-skilling employees is part of a solution that contributes to the smooth running of a care home. Here at the Royal Alfred we have an in -house trainer, allowing our staff to have consistent one-on-one training on site. This helps to ensure all staff are working to the same standard and addresses any gaps in knowledge, it also demonstrates to employees that they are part of a supportive workplace. Having staff that are equipped with the necessary qualifications, skills and training not only increases job efficiency, but can drastically improve morale and enables staff members to feel empowered and valued in their roles. All of this helps to achieve a better experience for residents as well as complying with Care Quality Commission standards. As a charity serving former seafarers, we understand our residents’ individual needs and recognise the people who call Royal Alfred home are deserving of the best standard of care. Earlier this year we commenced specialist training with our pioneering Maritime Acquaint Training programme to provide staff with a knowledge of the maritime industry. Funded by a close supporter of the Society, our staff took part in a training day hosted on a P&O cross channel ferry from Dover to Calais. This now annual programme was created by our CEO, Commander Brian Boxall-Hunt, to help staff better understand residents’ physical and psychological needs and the care required for each individual. This training session allowed our staff to fully immerse themselves in how life would have been like at sea, and the understanding of how large vessels operate at sea, often in treacherous weather conditions and across long journeys. This is key for us to help employees understand our residents’ past experiences and is what makes our residents’ stay truly unique. Benefits of such in-depth training within the care sector are not just experienced by residents. At Royal Alfred, we provide not just a job, but a career. We think training improves staff morale, which is key to the smooth running of any care home and boosts staff retention. Recently we commended five members of staff with long service awards for dedicating ten years of their working life to the home to make them feel valued and supported in their roles – just one example of a success story at Royal Alfred. We have many long-serving staff and I myself having been with Royal Alfred for over 30 years and Margaret Brazier (Executive Assistant to CEO Brian for over 50 years). It shows that people really do invest their careers with us due to good training, career progression and opportunity. For the Royal Alfred, training creates better experiences for our residents that depend on the expertise of staff for their day-to-day care, while staff develop their careers at the same time. At a time when social care recruitment is proving difficult, the time has come to consider training to help plug the gap and we urge any care home to consider investment now for sustained success. For more information on the social care which Royal Alfred offers, see royalalfredseafarers.co.uk
