Social Work Commons^™

The Impact Of Leadership Turnover On Child Welfare Workforce Initiatives, Courtney Harrison, Megan Paul

QIC-Takes

Turnover among public child welfare leaders is prevalent. Across the eight QIC-WD intervention sites, leadership turnover was one of the most common implementation challenges observed by the QIC-WD team. Leadership changes can disrupt the implementation of a workforce initiative by shifting agency-level priorities, the organizational climate, or key staff.

Child welfare leaders may be appointed or hired in many different ways in different jurisdictions. In some states, the Governor appoints a cabinet-level child welfare director who oversees a stand-alone agency. This means that child welfare leadership changes follow the political election cycle with new governors appointing new agency leaders every …

Job Posting, Megan Paul, Nina Williams-Mbengue, Courtney Harrison

QIC-Tips

A job posting must be informative, clear, transparent, and appealing to potential child welfare job candidates. It should also be candidate-centric and answer questions candidates often ask, especially any key information that has turned out to be a dealbreaker for people later in the process. This QIC-Tip is designed to highlight actionable strategies to create a good job posting. Please note that the information presented is not meant to override or supersede local, state, or federal legal civil service or human resources guidance.

Think of the job posting as a marketing opportunity for your agency and highlight the positive aspects …

Measuring Diversity, Equity, And Inclusion In The Child Welfare Workforce, Quality Improvement Center For Workforce Development

QIC-Tips

Some child welfare professionals have stated that there is a critical need for systemic changes to improve diversity, equity, and inclusion, but where do child welfare agencies begin? Although change is never easy, the starting place on the journey to have a diverse, equitable, and inclusive (DEI) workforce is relatively simple. It starts with you—a child welfare supervisor, manager, or administrator. Start by considering what you think you know. Is your knowledge based on perception or data? What experiences shape your perceptions? What tools do you have to measure your workforce? Administrative data sets and surveys that gather both qualitative …

Virtual Training In Child Welfare, Penny Putnam Collins

QIC-Takes

Child welfare offices and training centers had to transition their classroom instructor-led training to virtual platforms when the pandemic hit. Some training systems were already using virtual platforms or asynchronous learning tools to deliver training content, but no agency was 100% virtual pre-pandemic. The transition was sudden and there was a steep learning curve for some trainers. Changes made when the pandemic hit may now be the new normal. This QICTake highlights what our QIC-WD sites and team members experienced as child welfare agencies shifted to, and are now embracing, virtual training. What We’re Seeing Finding the Right Tools for …

Supporting Virtual Supervision As Part Of A Hybrid Workforce, Quality Improvement Center For Workforce Development

QIC-Tips

More and more public child welfare agencies offer the opportunity to work in a hybrid environment, combining remote work with in-office work. This has raised questions among supervisors about how best to manage a remote workforce. Since research on virtual supervision is fairly limited relative to the popularity of remote work, studies are needed to understand the ways and conditions that influence effectiveness. Available research on remote work indicates that it is moderately associated with greater perceived autonomy and modestly associated with better supervisor relationships, performance, and job satisfaction. It was also modestly associated with decreased role stress and turnover …

Foster Caregiving: How Interactions With The Child Welfare Agency Impact Foster Parent Satisfaction, Recruitment, And Retention, Ethan Engelhardt

Theses and Dissertations--Social Work

Professionals of the child welfare system in Kentucky have continuously worked to retain and recruit new foster parents for the foster care system. Foster parents are uniquely placed in a surrogate caring position for children removed from their homes for reasons of abuse or neglect. Foster parents accept this role and step in to provide a safe and loving household for many children. There are more than 9,000 children placed in Out of Home Care (OOHC) on any given day in Kentucky, leaving many children in need of a loving and supportive household. Foster parents hang in the balance between …

What Can Child Welfare Leaders Do To Improve Job Satisfaction?, Quality Improvement Center For Workforce Development

QIC-Tips

There is a saying, “a happy worker is a productive worker” and research suggests there is a modest relationship between job satisfaction and job performance. But what can child welfare leaders do to create a satisfied, productive workforce when the work is stressful, complex, and challenging? There is a lot of evidence on what employers should be aware of among worker characteristics and the work environment that is related to higher employee job satisfaction. For example, employees who thrive at work are less likely to experience stress and burnout. Positive experiences related to coworkers, supervisors, and the organization show strong …

How Can Supervisors Support New Employees?, Quality Improvement Center For Workforce Development

QIC-Tips

When the Quality Improvement Center for Workforce Development (QIC-WD) recently asked public child welfare agency staff and leaders about their concerns related to improving the workforce, one of the questions was, “How do we support new employees?” This QIC-Tip aims to answer this question with research-informed recommendations and practical advice from the field.

The process by which newcomers make the transition from being organizational outsiders to being insiders is known as onboarding, or organizational socialization (Bauer et al., 2007). The overall goal of onboarding is to facilitate newcomer adjustment, meaning that new employees understand the key tasks of …

Counterproductive Work Behavior, Sarah Stepanek, Megan Paul

Umbrella Summaries

What is counterproductive work behavior? Counterproductive work behavior (CWB), also sometimes referred to as workplace deviance, is defined as “voluntary behavior that violates significant organizational norms and in so doing threatens the well-being of an organization, its members, or both” (Robinson & Bennett, 1995, p. 556). CWB is one of the three main domains of workplace performance, along with task performance and organizational citizenship behavior (OCB; Dalal, 2005). CWB and OCB are thought to be conceptually opposite constructs; CWB is behavior that harms an organization, whereas OCB is behavior that helps an organization. Indeed, CWB and OCB are modestly and …

Employee Engagement, Megan Paul

Umbrella Summaries

What is employee engagement? Consensus on the exact definition of employee engagement is still evolving, but commonalities involve attitudes and behaviors related to high personal investment in one’s work. One definition is “a relatively enduring state of mind referring to the simultaneous investment of personal energies in the experience or performance of work” (Christian, Garza, & Slaughter, 2011, p. 95). The most commonly used measure of engagement, the Utrecht Work Engagement Scale, assesses engagement through three factors: vigor (high energy levels and persistence), dedication (enthusiasm and inspiration), and absorption (high concentration and engrossment) (Schaufeli, Salanova, Gonzalez-Roma, & Bakker, 2002; Schaufeli, …

Employee Fit, Sarah Stepanek, Megan Paul

Umbrella Summaries

What is employee fit? Broadly defined, fit is said to be the “compatibility between individuals and organizations” (Kristof, 1996, p. 3). Early theories of fit proposed that alignment between individuals’ personalities and their environment would lead to greater personal success and happiness; for example, those with social personalities would find the greatest fulfillment in work roles involving helping people, such as a social worker or nurse (Holland, 1985). Since then, the idea of fit has been expanded to include not just alignment of personality, but also attitudes, values, preferences, needs, goals, knowledge, skills, and abilities (Kristof-Brown et al., 2005). Fit …

Role Stress, Sarah Stepanek, Megan Paul

Umbrella Summaries

What is role stress? A work role consists of “a pattern of behaviors perceived by an employee as behaviors that are expected” (Tubre & Collins, 2000, p. 156). When perceived work role expectations are unclear, incompatible with other expected behaviors, or too much to handle, role stress is said to occur (Tubre & Collins, 2000). Role stress is typically broken down into three main types: role ambiguity, role conflict, and role overload. Role ambiguity refers to a situation in which employees are unsure about what their responsibilities are, what behaviors are expected of them, and what the standards are for …

Transformational Leadership, Sarah Stepanek, Megan Paul

Umbrella Summaries

What is transformational leadership? Transformational leadership refers to leadership behaviors that transcend the basic employment contract and help motivate followers to achieve beyond expectations (Antonakis et al., 2003; Bass, 1999). Transformational leaders seek to “uplift the morale, motivation, and morals of their followers” (Bass, 1999, p. 9). Through the four facets of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration), transformational leaders help followers create meaning, selfactualize, feel part of a collective, find greater self-worth, and achieve great things (Bass, 1999). The dimensions of transformational leadership are further detailed below. ► Idealized influence: This dimension of transformational …

A Quick Guide To Workforce Analytics For Child Welfare Agencies, Quality Improvement Center For Workforce Development

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Child welfare agencies continue to seek resources to help them better understand their workforce data. The Quality Improvement Center for Workforce Development (QICWD) developed several valuable resources for public child welfare agencies working to build partnerships between child welfare and human resources (HR) professionals to address child welfare workforce challenges. These resources were created for jurisdictions participating in the QIC-WD Child Welfare Workforce Analytics Institutes 1.0 and 2.0 but can be used by any jurisdiction. These resources aim to help agencies build their workforce data analytics capacity and improve practice. Planning When conducting workforce analytics, agencies are encouraged to adopt …

Leader-Member Exchange, Sarah Stepanek, Megan Paul

Umbrella Summaries

What is LMX? Leader-member exchange (LMX) refers to the quality of relationship exchange formed between a leader and their subordinate (Gerstner & Day, 1997). Note that in this context, leaders may include supervisors, not just upper-level leaders such as managers or administrators. LMX theory is based on the idea that leaders develop unique relationships with each follower, and the quality of this relationship then has the power to influence various attitudes and behaviors (Illies et al., 2007). Whereas most leadership theories focus entirely on the role that a leader plays, LMX differs in that it emphasizes the dyadic nature of …

The Child Welfare Workforce Crisis – What We’Re Hearing From The Field, Quality Improvement Center For Workforce Development

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The Quality Improvement Center for Workforce Development (QIC-WD) and the National Child Welfare Workforce Institute (NCWWI) in collaboration with the Capacity Building Centers for States, Tribes, and Courts, recently worked with representatives of the Children’s Bureau to listen to concerns of state child welfare and human resources (HR) leaders about the child welfare workforce. This blog post highlights what leaders (representing 29 states) described as their biggest concerns and what strategies agencies have put in place to reduce turnover and improve the applicant pool. We have also included links to information about evidence-informed efforts that could help jurisdictions address some …

Can Technology Reduce The Stress Of The Child Welfare Practitioner?, Quality Improvement Center For Workforce Development

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Information and communication technology (ICT) “has the potential to dramatically shift and enhance social work practice,” according to Berzin, Singer, & Chan (2015). ICT includes tools that allow users to both communicate with colleagues and clients and access, store, transmit, and manipulate information (Perron et al., 2010). Such technology integration can create practices that are more flexible, on-demand, and individualized not only to the families served, but also to the practitioner. Mobile technology, as well as other technologies (e.g., gaming, social media, robotics, wearable technologies) will enhance practice gains and result in more timely, accurate, and targeted services (Berzin, Singer, …

Assessing Your Workforce Needs, Quality Improvement Center For Workforce Development

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You know you have a workforce challenge… but do you know what is causing it? Many child welfare agencies have expanded recruitment efforts through social media, started using telework and flexible work schedules, and even increased wages and provided hazard pay to build and strengthen their child welfare workforce. But sometimes even the best strategies don’t fix the problem because they aren’t aligned with the underlying cause of the problem. When your child welfare workforce is understaffed or overwhelmed it is tempting to want to find an immediate fix because the need to expand the workforce is urgent. However, it …

Addressing The Disconnects Between Hr And Child Welfare, Michelle Graef, Maggie Thompson

QIC-Takes

When it comes to efforts to improve workforce outcomes, how would you describe the relationship between human resources (HR) and child welfare leadership in your agency? Is the working relationship collaborative or are the divisions siloed? Do child welfare and HR departments routinely share information, needs, data, and expertise? Is HR involved in child welfare workforce planning and decision making? These are just a few of the questions we have explored with child welfare agencies as part of our work at the QIC-WD. Overall, agency representatives have indicated that opportunities for increased collaboration exist between these departments and that closer …

Political Skill, Megan Paul

Umbrella Summaries

What is political skill? Political skill refers to “the ability to effectively understand others at work, and to use such knowledge to influence others to act in ways that enhance one’s personal and/or organizational objectives” (Ahearn et al., 2004, p. 311). Unlike organizational politics, which involve selfserving and detrimental behavior, political skill involves positive, sincere, and effective influence (Ferris et al., 2005). The primary measure of political skill is the 18-item Political Skill Inventory, which assesses political skill through four factors: social astuteness, interpersonal influence, networking ability, and apparent sincerity. Example items from each factor, respectively, include “I always seem …

Learning Styles, Megan Paul

Umbrella Summaries

What are learning styles? The concept of learning styles is the idea that people differ in the way that they learn best, and instructors should determine each trainee’s optimal style and then use training methods that match the trainee’s style (Pashler, 2009). There are dozens of different learning style classifications, including such styles or dimensions as visual, auditory, kinesthetic, and tactile modality preferences (Dunn & Greggs, 2003, cited in Coffield et al., 2004); concrete vs. abstract and sequential vs. random (Gregorc, 1982a, cited in Coffield et al., 2004); holistic vs. analytic and verbalizer vs. imager (Riding & Raynor, 1998, cited …

Trainee Reactions, Megan Paul

Umbrella Summaries

What are trainee reactions? Trainee reactions refer to “subjective evaluations learners make about their training experiences” (Sitzmann et al., 2008, p. 280). Commonly referred to as “level 1” evaluations (e.g., Kirkpatrick, 1998), reactions are the most commonly used type of training evaluation and are measured with post-training surveys. Though measures are occasionally included in published research, there are no universal or even widely used measures. Instead, questions are developed by each organization or trainer based on their particular goals and interests. As a result, there is significant variation in what is measured. Originally, reactions referred only to how well a …

Compensation, Megan Paul

Umbrella Summaries

What is compensation? For the purposes of this review, compensation is defined in two primary ways: a) pay and b) pay satisfaction. Pay refers to “the amount of money an individual receives for their job” (Rubenstein et al., 2017, p. 6). It is sometimes measured as the exact amount or in terms of pay levels (Judge et al., 2010). Pay satisfaction is about an employee’s feelings about their pay, either in general or in terms of more specific aspects. Depending on how it is measured, pay satisfaction often also includes feelings about benefits, which might be more appropriately called compensation …

Technology, Case Practice, And Turnover: Early Findings From Virginia, Quality Improvement Center For Workforce Development

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Listening sessions conducted by Virginia Department of Social Services (VDSS) staff with child welfare staff across the state and exit survey results from the 120 local departments of social services (LDSS) found that the biggest complaint among caseworkers, particularly those leaving their jobs, was the lack of technological supports and flexibility to help them complete administrative tasks more quickly. VDSS, in partnership with the Quality Improvement Center for Workforce Development (QICWD), designed a multi-phase case-supportive technology intervention to help child welfare caseworkers complete their case notes and other administrative tasks required as part of their job. The goals of the …

Untapped Potential For Child Welfare Administrative Data, Dana Hollinshead

QIC-Takes

Although a lot of data are captured through child welfare management information systems, there is much we still need to learn about the experiences of children and families involved in child protective services, and especially why some fare better than others. This is especially true with respect to dynamics that may influence caseworkers’ decisions, actions, and case outcomes. For example, are there certain caseworkers or service providers who are more effective in engaging families? Is there something about the type or dosage of services that makes a difference? Which workers or supervisory units are more likely to place a child …

Supervision In A Virtual Workplace, Cynthia Parry

QIC-Takes

Some agencies have increased their use of telework due to office closures, a desire to decrease their carbon footprint, or because of the pandemic. This can add stress on supervisors as they have to manage staff virtually. Remote supervision requires changes in communication (both styles and tools) which can result in staff feeling micromanaged or neglected. Navigating these and other issues have been difficult for many child welfare agencies. The QIC-WD sites, like other child welfare agencies around the country, pivoted to virtual supervision quickly due to the pandemic. Most supervisors were unprepared for managing a virtual workforce and are …

Worker Turnover Is A Persistent Child Welfare Challenge - So Is Measuring It, Megan Paul, Courtney Harrison, Jonathan Litt, Michelle Graef

QIC-Takes

Turnover and other workforce challenges for child welfare professionals have been the subject of attention for many years. Consider this statement from a study published by the Children’s Bureau in 1960, “Turnover of staff in social agencies has been a serious concern of agency administrators for at least the past 10 years. Repeatedly, at conferences and in the professional journals, the complaint has been heard that staff turnover (1) handicaps the agency in its efforts to provide effective social services for clients; (2) is costly and unproductively time consuming; and (3) is responsible for the weary cycle of recruitmentemployment-orientation-production-resignation …” …

Conceptualizing Attorney Motivation: A Study Of The Representatives For Parents And Children In The Child Welfare System, Shannon Moody

Theses and Dissertations--Social Work

Background. Attorneys who represent parents and children in dependency, neglect, and abuse (DNA) proceedings are key in influencing the outcomes of the cases they carry. These influences include the length of time a child spends in the custody of the state or the necessity for foster care, visitation with family members, length of time to reunification, and recommended services for the child and parents (Courtney & Hook, 2012; Goldman, 1993; Thornton & Gwin, 2012; Zinn & Peters, 2015). The American Bar Association’s analysis is that there are “four constants: high caseloads, low compensation, inadequate training, and lack of supervision” …

Evaluating Job Redesign: Strategies And Preliminary Findings From Louisiana, Quality Improvement Center For Workforce Development

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The Louisiana Department of Children and Family Services, Child Welfare Division (CWD), in partnership with the Quality Improvement Center for Workforce Development (QIC-WD) conducted a needs assessment of their child welfare system. The needs assessment indicated high caseloads and administrative tasks were barriers to caseworkers’ ability to support families, engage clients, determine root causes of maltreatment, and implement timely services. Furthermore, surveys conducted with caseworkers revealed that they perceived their jobs as highly complex - requiring a wide range of tasks, a variety of specialized skills, and a high degree of information processing. These findings resulted in CWD and the …

Workplace Incivility, Megan Paul

Umbrella Summaries

What is workplace incivility? Workplace incivility refers to “low-intensity deviant behavior with ambiguous intent to harm the target, in violation of workplace norms for mutual respect. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of regard for others” (Anderson & Pearson, 1999, p. 457). Though there is some conceptual and empirical overlap between incivility and ostracism, bullying, and abusive supervision, incivility is considered distinct (Yao et al., 2021). Incivility has been examined from the perspective of both the victim and the instigator, exploring factors related to being the target of incivility and factors related to engaging in uncivil …