Tag Archives: retention

Scotland’s care system for children and young people: how do we keep the Promise in rural areas?

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By Hollie Wilson

At the start of 2020, an independent review was published setting out what needed to be done to bring about changes to the care system for children and young people in Scotland. At the heart of the review is “The Promise” to look after Scotland’s most vulnerable children. It is a promise:

  • to give children a voice in decision-making about their care;
  • to support families and help them overcome difficulties;
  • to offer children a loving home, where possible with their brothers and sisters;
  • to support children in developing relationships in the community; and
  • to support children and their families within a helpful, accountable and responsive system.

For children, families and social workers in rural areas, keeping The Promise presents particular opportunities and challenges. This was the focus of a recent webinar hosted by Iriss, a charity that works with people, workers and organisations in social work and social care to help them use knowledge and innovation to make positive change happen.

Although the webinar focused primarily on care staff in rural areas of Scotland, it became clear that there are common issues that apply across Scotland.

The Promise

Opening the discussion, Brian Houston, Head of Support at The Promise Scotland, and a former social worker in children’s services, gave an overview of the Promise. He noted that The Promise was published in February 2020, only one month before the COVID-19 pandemic began in the UK. This disrupted the process of introducing The Promise, and its effects are still being felt today.

Brian stressed the importance of supporting social workers in rural areas, particularly because of the emotional labour involved in supporting children and their families. In addition, people working in rural areas were more likely to feel isolated and vulnerable, which could affect their relationships with the families relying on their help.

Unique challenges to rural areas

Mandy Sheridan, Service Improvement Officer with Argyll and Bute Health and Social Care Partnership  highlighted some of the unique issues and challenges facing rural areas. Even issues facing all parts of the country, such as recruiting and retaining staff, can have very different impacts in rural areas.

Because of recruitment and retention difficulties in rural areas,  it can be hard to provide responsive and timely support. For many islands and rural areas, there may not be a permanent police or social work presence. It can be difficult to choose the social workers who would work best with each family if teams are small or lack training in certain areas due to lack of resources. In turn, that can lead to a lack of trust from families if they feel social workers cannot  respond to their situation or circumstances.

Stigma and privacy

Another issue highlighted was the stigma associated with needing a social worker. This can be present anywhere, but can be more pronounced in rural areas where the communities are much smaller and there is a lack of privacy. Social workers travelling into the area at specific times or seeing the same people, can bring unwanted attention to families or individuals.

And because in rural areas social workers are often living in the same communities they are working in this can raise difficulties in relation to boundaries and enabling social workers to have a separate life away from their work. Even so, some personal experiences raised in the webinar highlighted the positive side of this. For example,  having the opportunity to create relationships with families over time,  – and in a closer way than might be possible in a large city – could foster better outcomes and support.

Care for everyone

Other issues Mandy raised applied to both rural and urban areas of Scotland, such as delivering social work that is accessible and equal to each child or young person and their families. Care has to be flexible in order to adapt to the needs of different families and  situations, while still providing a high-standard of work and engagement. A lack of resources can hinder that ability, and  one of the goals of The Promise is to address these resource issues.

The webinar also underlined that long-term change takes time, and that Scotland must be patient if it wants to meet each of the aims of The Promise effectively, and create long-lasting systemic change in care and social work that can continue on for the following generations.

Final thoughts

The webinar provided an insight into the work of social workers, particularly in rural areas of the country, identifying some of the unique challenges which are perhaps not as clearly understood as those in urban areas.  The COVID-19 pandemic was identified as a barrier towards achieving The Promise over the last few years, but as the country moves forward, there will hopefully be more steps taken to supporting families and children to the level that Scotland is promising.

Image: Photo by Annie Spratt on Unsplash

Further reading: more from The Knowledge Exchange blog on caring for children and young people

A different perspective: supporting neurodiversity in the workplace

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“We need to admit that there is no standard brain” Dr Thomas Armstrong

It is estimated that over 1 in 100 people in the UK are on the autistic spectrum and awareness of the concept of ‘neurodiversity’ is rising. It recognises that autism, and other conditions that affect how people learn and process information – such as attention deficit disorders, dyslexia, dyspraxia, or dyscalculia – are a form of neurological difference, rather than being assumed to be a disability.

However, there remains a significant employment gap – where people on the autistic spectrum are often willing and able to work, but struggle to find and maintain employment.

Employment rates for adults with autism are considerably lower than for other groups. For example, only 32% of adults with autism in the UK are in some kind of paid employment. This compares with about 80% for non-disabled people and 47% for disabled people as a whole.

There are also many people on the autistic spectrum who work, but are struggling to maintain employment or to progress their careers due to discrimination, lack of understanding and lack of effective support.

Barriers to employment

“Many autistic people are simply brilliant people – highly educated, highly capable, detail-oriented, yet unemployed” James Mahoney, Executive Director and Head of Autism at Work for JPMorgan Chase.

A lack of awareness and understanding means that some employers are fearful of the behaviour traits of people with autism, and the effect of these on their business, resources and other employees. Hiring processes, management practices and workspaces also tend to unconsciously favour ‘neurotypical’ employees.

Research has shown that standard recruitment processes are a key barrier to employment for people on the autistic spectrum.  Processes such as writing a CV, completing an application form, attending an interview, or doing a work-place assessment all rely heavily on social and communication skills. It may be difficult for people on the autistic spectrum to respond to open questions, or to abstract, hypothetical situations. They may be prone to conversational tangents, be overly honest about their weaknesses, or have difficulties in understanding body language and maintaining appropriate eye contact.

‘Good communication skills’ and ‘ability to work as part of a team’ are commonly listed as essential criteria in job descriptions – even though in practice, these skills may not be essential to the role. Thus, those on the autistic spectrum may find themselves ‘screened out’ of selection processes.

The workplace itself can also be challenging for people on the autistic spectrum. Office etiquette, social interaction and the sensory environment (such as sounds, lights, smells, interruptions) may present difficulties. People on the autistic spectrum may also suffer from anxiety or low self-esteem, which can impact upon their working lives.

Thinking differently

“Asperger’s syndrome provides a plus – it makes people more creative. People with it are generally hyper-focused, very persistent workaholics who tend to see things from detail to global rather than looking at the bigger picture first and then working backwards, as most people do.”  Professor Michael Fitzgerald, Trinity College Dublin

Despite the challenges that they may face, research has shown that neurodivergent individuals also demonstrate a number of strengths of particular relevance to employment.

People on the autistic spectrum are often good problem solvers and innovative thinkers, with particular strengths in analytical thinking, memory, pattern recognition, and attention to detail. Some often have an exceptional ability to assimilate and retain detailed information, which can result in highly specific interests and technical abilities in specific areas of work.

Likewise, individuals with ADHD can have strong visual spatial reasoning and creative thinking abilities, and can be hyper-focused, passionate and courageous. Indeed, many of the world’s top entrepreneurs – including Sir Richard Branson – have ADHD.

As such, forward-thinking employers are beginning to recognise that they are missing out on a large pool of potential talent. Large-scale corporations like Microsoft, JPMorgan, EY, SAP and Ford have all recently instigated neurodiversity initiatives. There has also been an increase in the number of small companies that employ almost exclusively autistic people – such as IT and compliance consulting business Auticon – and specialist employment agencies – such as Specialisterne – that help match autistic candidates with employers looking for specialist technical skills.

What can employers do?

“Traditional workplaces are built to suit “neurotypical” people. However, employees who fall slightly outside the range of what is considered typical often have valuable skills that employers need, such as lateral thinking or innovative problem-solving. It’s necessary to make adjustments for people on an individual basis to ensure they can perform their best in their role.” Ray Coyle, UK CEO of Auticon

There are a number of things that employers can do to help support employees with autism in the workplace. Many of these are low-cost and easy to implement, and have the potential to benefit all employees. The Chartered Institute of Personnel and Development (CIPD) recently published guidance for employers on becoming ‘neurodiversity smart’ – covering areas such as recruitment, induction, management and provision of on-the-job support for neurodivergent employees.

They recommend considering alternatives to recruitment interviews that focus on the ability to perform the job role to ensure that organisations are not unintentionally screening out neurodivergent individuals. These may include work trials, work samples, practical assessments, and mini apprenticeships. They also suggest providing candidates with detailed information about what to expect, being clear about the purpose of assessments and being aware of the bias of ‘first impressions’ and the limits of interviews to judge on-the-job performance.

In the workplace, suitable adaptations may include enabling employees who are disturbed by open-plan offices to wear earphones or face a wall, or to work from home where possible. Other adaptations may include the provision of formal or informal coaching or mentoring, regular breaks and access to flexitime, training and support for managers and colleagues, access to quiet spaces, flexibility regarding communication preferences, and clarification of any ‘unwritten’ organisational rules or office etiquette.

There is no ‘one-size-fits-all’ response. What is key is that the support provided is both personalised to suit the needs of the individual employee, and sustained over time. It is also important that a culture is fostered where it is easy for employees to disclose their condition, to be open to suggestions for adaptations that suit each individual’s needs, and to raise wider awareness and understanding of neurodiversity among employees.

Neurodiversity smart

“Making reasonable adjustments is a cost-effective benefit to society; we also have a moral and ethical duty to act inclusively. We could view the pool of potential employees with neurodiverse conditions as untapped talent, rather than an employment burden” British Psychological Society, 2017

The UK government has also committed to halving the disability employment gap by 2020. In order to achieve this, the number of autistic people in employment will have to double. Employers also have a legal duty to make reasonable adjustments under the Equality Act.

However, becoming ‘neurodiversity smart’ is not just a legal or moral obligation – it is also essential if organisations are to harness the skills of this significant pool of untapped talent.

Follow us on Twitter to see what developments in public and social policy are interesting our research team. If you found this article interesting, you may also like to read our article on ‘Girls with autism‘.

Graduate ‘brain drain’ – is regional economic growth the solution?

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college graduates groupBy Heather Cameron

With the economic performance of cities and regions increasingly reliant on the skills of their workforce, the longstanding issue of graduate ‘brain drain’ to London and the south is something that needs to be addressed.

Although students attend many of the universities spread across the country, a significant number of graduates flock towards the capital at the end of their studies. According to a recent report from Centre for Cities, this deprives other cities of skilled workers and essentially damages the overall economy.

The evidence

A quarter of all new graduates in 2014 and 2015 were found to have moved to work in London within the six months of finishing their degree. And the highest achievers make up a significant proportion. While London accounts for around 19% of all jobs, of the graduates that moved city six months after graduation London employed 22% of all working new graduates, and 38% of those with a first or upper second class degree from a Russell Group university.

Although most cities experience an overall graduate gain, cities outside London don’t retain the majority of students that move to their city to study – the ‘bouncers’ that drive the brain drain overall, overshadowing any gain:

  • Manchester lost 67% of these students upon graduation;
  • Birmingham lost 76%; and
  • Southampton lost 86%.

Other figures show that 310,000 graduates have left the north in the past decade, contributing to a net average deficit of 7,500 highly qualified workers leaving annually, or 75,500 over a decade.

Northern regions have to some extent offset the effect of local brain drain by attracting enough highly qualified foreign workers to fill the gap. But with reductions in immigration, these regions could be left lacking.

Given the UK’s current position regarding the EU, concerns have also been raised over whether Britain faces a further brain drain of academics to Europe, following Brexit. A recent survey highlighted that 42% of academics said they are more likely to consider leaving Britain after the vote to leave.

Why?

While it may seem plausible to assume that higher salaries are the reason for this brain drain, it appears that the main pull for graduates is the availability of jobs and career progression, which London’s vast labour market offers.

However, as recent research from Homes for the North has identified, these are not the only reasons. It highlights the importance of additional non-work drivers of graduate location decisions, including the cost and quality of housing, quality of local amenities and the prospect of home ownership.

Of the graduates polled, 80% said the quality of housing was important, while more than 60% said the cost of housing was important. The quality of green spaces and local amenities was also deemed important by over 60% of graduates.

What can be done to redress the balance?

There have been numerous graduate retention initiatives at the local and regional level aimed at tackling the uneven distribution of graduates, such as graduate wage subsidies and local graduate job matching.  But it seems little has improved. The Centre for Cities research argues that these alone will not tackle the root cause of the graduate brain drain.

It suggests that cities themselves have a vital role to play in ensuring the local job market offers an appropriate number of graduate job opportunities that will allow them to both retain graduates and attract graduates from elsewhere. Policy should therefore broaden its focus to improve local economies by investing in transport, housing and enterprise, rather than focusing solely on graduate retention and attraction policies.

The chief executive of the Centre for Cities commented that the government’s new economic and industrial strategy should be used to strengthen existing devolution deals for city-regions such as Greater Manchester, extending their scope to grow.

Indeed, the industrial strategy green paper, published in January, clearly places emphasis on addressing the economic imbalances across the UK through a number of measures, such as working with local areas to close the skills gap, including new schemes to support the retention and attraction of graduates. However, the strategy has been criticised for providing little clarity on how regional rebalancing and sectoral deals will work in practice.

Final thoughts

While it appears clear that cities outside London need to improve their graduate offer with better job prospects, the evidence on graduate migration suggests it is more complex than this.

As has been argued, the provision of good quality affordable housing could play a role alongside high-skilled job creation and opportunities. With the cost of living in London so expensive, this would make sense, particularly as the average graduate salary in London is not that much higher than the average across other UK cities.

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