I read your comments with interest. It is my understanding that here in NJ high turnover rates are occurring in some offices. Being aware of the training experience as well as the integration of new workers into the work place, I feel we need to look at the pace which new workers are given cases, the pace in which autonomy is given and not only the supervision they receive, but the level of coaching they are given through the first year on the job. I believe workers are often given too much too soon, and become overwhelmed. The skill sets are in place, but I question if the rate of integration is too rapid to adequately assimilate them into the culture. Adequate "social" supports are not well established and alienation may result.
John K Kriger
Jason McCrory wrote:
At 10:00 AM 5/24/01 -0400, you wrote:>From ???@??? Fri Oct 19 12:04:49 2001There's a lot of information on turnover and vacancy rates in the child welfare workforce, but a question that's been difficult to answer has been 1) what role does lack of training play in retention issues and 2) has there been a lack of training due to a lack of funding at the state level?
I'm with the Protective Services Training Institute of Texas, a collaboration of schools of social work providing training and certification to staff of the statewide CPS agency.I don't know who may be tracking the topic -- although CWLA may be a place to look, since they do a salary study on a regular basis. Another potential lead is the National Staff Development and Training Association, NSDTA, http://www.buffalostate.edu/~nsdta/. APHSA has done some recent studies on the workforce, but I don't know if training was considered... http://www.aphsa.org/
The interaction between training and retention seems complex, to say the least -- as other members of the listserve have begun to point out. A TDPRS study on worker retention in the agency back in 1993 (n=1500 CPS and APS staff) showed that workload and a perceived lack of supervisor support were the factors most associated with worker decisions to leave. Other important reasons were pay/benefit factors, role conflict, and in general, the challenges of working in a bureaucratic environment.
The largest percentage of "Reasons to Stay" were in the area of job satisfaction, pay/benefits, work environment, job stability, and co-workers.
Interestingly, in the summary of the report I am looking at, training is not mentioned among the major response categories for Reasons for Quitting, Reasons to Stay, or Suggestions for Improvement.
Certainly, training is only one factor in the support an agency gives its staff to help them perform as professionals. Texas CPS experienced serious retention problems in the late 90s (annual turnover in the 40+ % range in some regions), and in response has implemented a broad strategy of training, certification, promotion, salary increases, and reducing the supervisor span of control. I think this is much more likely to be effective than training alone as a turnover remedy. Still, during the recent good economic times with low unemployment rates, it has been difficult for CPS to recruit competitively, even with other public sector employers.
I have heard one interesting theory that, if true, would confound the attempt to establish a direct relationship between training and retention: Some who want a human services career see CPS as a great place to get solid training and a good ground of experience for a few years, but then they plan to put that on their resume as "time in the trenches" and leave the agency for less demanding human services positions that pay more. In other words -- the better trained they are, the more prepared they are to take a different job.
Jason McCrory
||||| Jason McCrory MSSW
||||| Project Coordinator
||||| Protective Services Training Institute of Texas
||||| UT-Austin School of Social Work
||||| 1925 San Jacinto ~ Austin, TX 78712-1203
||||| (512) 471-5743 ~ fax (512) 232-9585
||||| jmccrory@xxxxxxxxxxxxxxx
||||| http://www.utexas.edu/depts/sswork/psti
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