This area will explore staff retention and help give you some ideas on good management practices. The selection process of new staff members is only the beginning and any future working relationship depends on how the new employee settles in to the position. In turn by increasing the length of time your staff stay with you means you can devote less time and effort to recruitment. Remember your existing staff are your biggest asset and generally more valuable than new recruits. Within this section we will explore the following areas:

§         Inductions

§         Handbooks

§         Appraisals

§         Incentive Schemes

Inductions

An induction is a process which allows new employees to find out how the setting works so they fit in easily and become intergraded into the team more quickly. Replacing a staff member can be extremely costly and research shows that a high number of employees leave a new job within the first few weeks of employment. A good induction package is therefore the first step towards retaining staff and this package should include:

§         Showing the employee where everything is and what happens in each area

§         Explaining how they will fit into the setting and their team

§         Health and safety information

§         Information about the setting and its values

§         Outline what the job will involve and what is expected from them

§         Statement of the terms and conditions

§         Pay and leave arrangements

§         An agreed training plan

Tip!

Tailor your induction to the individual rather than using a standard approach for example someone who has worked in a similar setting will need a different sort of induction from someone who has never worked in childcare. If at all possible a new employee should spend at least a couple of days shadowing an existing member of staff.

Handbooks

Staff folders are a useful way of bringing together information about the setting and the terms and conditions of employment. A typical handbook could include:

§         Pay

§         Hours of work

§         Leave arrangements

§         Disciplinary Rules

§         Appraisal arrangements

§         Person to contact if an employee is dissatisfied with a disciplinary decision

§         Behaviour policy

§         Confidentiality

§         Health and safety policies

Appraisals

An appraisal is a way of regularly recording an employee’s performance, potential development and training needs. As a general rule a formal appraisal should be carried out once a year with informal progress meetings every few months or as and when you or the employee feel it is necessary.

Incentive Schemes

Work life balance

It is important for individuals to balance their work and home life and the right to ask for flexible working aims to help both employers and staff agree on work patterns that suit everyone. Common types of flexible working include:

§         Part-time – working less than the normal hours

§         Flexi-time – choosing when to work which usually includes a ‘core’ period

§         Annualised hours – hours are worked out over a year, this often includes set shifts

§         Compressed hours – working agreed hours over fewer days

§         Staggered hours- different starting, break and finishing times for employees

§         Job sharing – sharing a job designed for one person

Perhaps you could combine one or more of these working patterns to come up with something that would suit your setting. Offering staff flexibility over hours and introducing rota patterns may help with recruitment and retention within your setting.  

Rewards

Rewarding your staff for good work or achievements can be way to not only boost morale but also build a stronger team. The rewards you offer do not need to be expensive however they can often show you recognise and appreciate an individual’s hard work. For example you might like to offer a voucher which entitles the recipient to an extra hour lunch break or start/leave work half an hour early on a given day.

Perhaps you may consider offering additional annual leave in accordance with an individual’s length of service. Or bonus schemes where an employee has recommended or introduced a new member of staff.

Most importantly offering verbal thanks and praise by commenting on a project or activity a staff member has done, lets employees know you are paying attention to their work and shows they are valued

Tip!

The possibilities for such rewards are endless talk to your staff to find out what they would like, making the rewards as unique as your setting!

Meetings

Talking and listening as well as being willing to exchange ideas and views with staff is essential in any working environment. It can also be one of the best ways to improve staff performance. All employees should be provided with accurate information, instruction and guidance and if any member of staff is not happy it pays to recognise and talk about it. Staff meetings are a useful way to communicate with employees and these should be a time when planning, training issues and problem solving are discussed.

Key to any successful business is ensuring that your staff feel they are trusted and respected, below are a few ideas of ways this can be achieved:

§         Complete performance reviews on time, this demonstrates your commitment to them and gives you the opportunity to ask how they are feeling

§         Introducing a suggestion box

§         Having an open door policy and encourage employees to talk to you or their supervisors

§         Learn to delegate responsibilities to your staff to help build their own professional skills

§         Add key dates to your calendar (i.e. birthdays, annual reviews, and anniversary dates)

§         Know your staff members’ career goals and what they would like to accomplish in the next five years

§         Be honest with your staff by illustrating a realistic view of your position