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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 …

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, …

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

Other QIC-WD Products

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 …

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 …

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 …” …