Managing Induction Essay

1.1 Explain why induction is important for practitioners, individuals and organisations Induction is a process which starts when a new member of staff is brought into an Organisation. However it is not restricted to new staff. Internal appointments may need a period of induction to help them adjust to new tasks in a changed working environment. Through induction organisations are able to maintain and improve their standards of care and support. The benefits of an induction programme for staff are obvious. It enables somebody to become a useful, integrated member of a team through a gradual planned process, rather than being ‘thrown in at the deep end’ without the proper knowledge required to do their job or the understanding of how the job fits in with the rest of the organisation.

It also serves as a first stage in the succession planning process in order to facilitate a smooth transition in the future should certain staff leave the organisation. Individuals (service users) are central to service delivery. In relation to individuals accessing care services within the organisation, an induction interview upon entry is important in introducing and familiarising a client to the services available to them, introducing them to key staff, any occupancy conditions that may need highlighting and generally making them feel informed and looked after through the process.

1.2 Identify information and support materials that are available to promote effective induction In creating an induction programme it is necessary to consider matters common across the whole organisation before considering specific requirements for particular roles. Within ………. we currently have an induction process specifically tailored for different areas of our work. The Social Care Induction Framework for Wales was introduced in 2012 as a result of the Care Standards Act 2000.

Other frameworks for induction are readily available but none are as specifically geared towards the care sector as this one. It can be used to supplement our existing induction or to replace it altogether in view of the fact that new care workers are required to go through this process and acquire a certificate on completion. The way this induction is framed encourages staff to develop a learning culture as they work through learning objectives over their initial 12 weeks of work.

1.3 Explain the link between induction processes, qualifications and progression routes in the sector The induction process is designed to ‘kick start’ staff into lifelong learning through continuing professional development. All new staff or anyone changing their job would be required to work through the Care Council For Wales induction process and, after the 12 week period, to continue their professional development throughout their careers. Through achieving qualifications and reaching the required levels of skills and knowledge acquisition, an organisation can ensure that the people delivering the service have the competence to do so. Thus the Qualification Framework for the Social Care Sector in Wales was designed to provide benchmark minimum qualification standards needed to work at various levels within the sector. It is a constantly evolving document having to take into account changes in legislation, policy and new qualifications.

It was first developed as a response to the Social Services (Wales) Bill Consultation Document of 2012 within which qualifications were regarded as a means to underpin the professionalism of the workforce. The need ‘to strengthen our key professionals and build their confidence by being clear about the level of expertise needed in delivering particular services’ was clearly necessary. Thus the Qualification Framework was developed (in 2001 and later revised in 2012) Within it, job titles are used to show levels of responsibility in each service area with the relevant minimum standards required for the post. People who manage social care services must have the required knowledge and skills in social care and management to carry out their role. Social care managers registering for the first time after the 31st December 2013 will need the relevant minimum qualification standard. The main body of the framework sets out the qualifications that are required in order to register with the Care Council for Wales. In most cases these supercede the National Minimum Standards. The qualifications in the framework fall into three categories: Qualifications that are mandatory in order to be able to register with the Care Council For Wales as a social worker, residential care manager, etc.

For instance, a Social Care Manager is required to have a Level 5 Diploma in Leadership for health and social care services (Children & Young People or Adults), while a social work team manager requires a degree in social work, etc. Qualifications needed to meet National Minimum Standards (NMS) required to work within social care services. For instance, a support worker is required to have a Level 3 Diploma in Health & Social Care (Children & Young People) or a Level 2 Diploma in Health & Social Care (Adults). Certain qualifications that are needed for other specific roles. These include requirements not identified in the framework where information given is for guidance only. For instance, within Domiciliary Services for adults and children it would be seen as important for a Deputy Manager to have a Level 5 Diploma in Leadership for health and social care services (Children & Young People or Adults), a foster carer to have a Level 3 Diploma in Health & Social Care (Children & Young People), etc.

1.4 Analyse the role of the induction process in supporting others to understand the values, principles and agreed ways of working within a work setting. In 2010 the Care Quality Commission listed the minimum amount of information that should be covered by the induction process for new staff. These included Service aims and objectives;

Specific service user information;

Relevant policies and procedures;

Health and safety compliancy and emergency measures;

Event/ incident reporting;

Service user rights;

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However, this is basic information and, in reality, the induction process can be what you make it. It is important that it is not just treated as a box ticking exercise and must be seen as a vital opportunity to introduce new employees to the culture and ways of working within the organisation. It is an opportunity, particularly when inducting new staff, to ‘get the message across…’ to ensure it effectively reflects the employer ‘brand’ and the values the organisation is promoting; the ethos. Well considered induction programmes can increase productivity within an organisation and reduce the turnover of staff in the short term. The length and nature of the process is determined by the complexity of the job and the background of a new employee. A typical initial induction programme would include:

Personal details, including payroll, etc. – each new staff member in ………………. is given a staff file in which to compile relevant work information as they progress; Contract of Employment, to be agreed and signed, with discussion of probationary period and the appraisal and supervisions process; Terms and conditions, including holiday entitlement, expenses, pension plans, confidentiality, etc. DBS Check details;

Legal requirements, including health & safety compliancy; Policies and procedures – in ………………, each employee is given copies of particularly relevant policies in a staff file i.e. Health and Safety policy and procedure, Accident reporting, Evacuation procedures, Confidentiality, Smoking, Customer Care policy, etc. and directed to the main volumes of organisational policies, should they need to reference them ; Overview of the role and how it fits in with the whole organisation, the history, services provided, values promoted along with the vision and mission statements and staff charter if applicable; Introduction to the specific department, colleagues, guided tour, internal communications, etc., ideally by line manager; Mandatory training plan (PDP) – in the case of …………………, the Care Council for Wales twelve week structured induction process, along with other necessary provision i.e. basic first aid proficiency, etc; Specific relevant training for the actual role (PDP);

In some cases it is necessary and considered best practise to assign a ‘buddy’ to the new member of staff when they may be shadowing a current employee. Following the specific induction as detailed above, new employees in the social care sector will be required to work through the Social Care Induction Framework for Wales (SCIF) over the first 12 weeks of their employment. The first learning objective is ‘Understand the principles and values of Care’ which underpins their work. These issues are vital to their work and it is important for new staff to realise this through the induction process.

1.5 Analyse the role of induction in safeguarding individuals and others within a work setting. Safeguarding, broadly, is protecting people from harm. Safeguarding Policy and procedure (derived from legislation) should always be applied when there is an allegation or suspicion that a vulnerable person is being abused or neglected i.e. being caused significant harm by another person or group of people. The Protection of Vulnerable Adults/ Safeguarding training is mandatory within the social care sector. It takes place within the first six months of employment. This training teaches practitioners how to identify abuse, potential abuse or neglect within their client groups. Learning objective 5 within the Social Care Induction Framework for Wales (SCIF) covers safeguarding. By working through this a new employee will be able to identify the legislation and policies, including the relevant organisational policies that underpin this area.

They will be able to recognise abuse and neglect and ultimately will know how to respond in any given safeguarding situation, taking into account the rights of the individuals and sensitivities of particular situations. Thus, through applying this framework a very important aspect of social care will be thoroughly addressed early in an employees’ working life. 2.1 Explain the factors that influence induction processes for practitioners. The need for new staff to become competent at their jobs can sometimes be seen to be at odds with their understandable desire to get involved as quickly as possible. However the first few months of a persons’ working life are crucial in enabling them to acquire the necessary occupational, job-specific and behavioural skills they need in order to become more ‘employable’. Put simply, employability is the ‘realisation of potential through sustainable employment… the acquisition by an individual of the qualities and competencies required to meet the changing needs of employers and thereby help to realise his or her aspirations and potential to work’. (Hillage and Pollard 1998).

Thus, with this in mind, the induction process should be viewed as the start of an employee’s knowledge learning with an organisation. In other words the first day of the performance management programme. The foundation for many of the key factors that influence an employee’s performance and job satisfaction is set during the induction process. It is not enough to just read off regulations and the job description. The impressions made when someone starts work for a new employer have a lasting impact on how they see the employer brand. Roles and responsibilities must be clearly defined and discussed as a knowledge learning opportunity.

A lack of clear definition of a role can lead to low performance and other problems. It is important for a new employee to be inducted into the organisational culture rather than just being shown an organisational structure chart. Taking a 360-degree approach and showing a new member of staff around, introducing them to senior staff as well as other staff members, will in effect ‘bring the chart to life’ and help a new employee feel part of the organisation and culture. As a result from day one the employees objectives will be more aligned with the goals and values of the organisation which should lead to better motivation and loyalty.

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4.1 Explain the importance of continuous organisational improvement in the provision of induction. Continuous improvement is a type of change that is focused on increasing the effectiveness and/ or the efficiency of an organisation to fulfil its policy and objectives. As a process it is an ongoing cycle of evaluating current performance, identifying opportunities for enhancement, taking action, and then re-evaluating performance. Putting it simply, it means ‘getting better all the time’. The success of continuous improvement is dependent upon managers and staff members knowing what to do and how to do it, which requires an understanding of how organisations work and how to manage the process of change. The culture of an organisation provides the context for continuous improvement i.e. the way in which managers and staff relate to each other, how problems are solved, openness to evaluation methods, etc. ………………….. is committed to promoting continuous learning and developing a learning culture.

From the beginning of their employment (induction), care staff are expected to play an active part in identifying their development needs and working with the organisation to meet these. As a consequence of personal and organisational improvement, service users can be assured that they are receiving the best service possible. The importance of continuous development is recognised in the SCIF for Wales where it is including as learning objective 6. At the end of 12 weeks this induction process will be complete. It is however a first step in a process, as new employees would then be responsible, with their line manager, for creating an ongoing personal development plan (PDP). The organisation’s commitment to staff improvement can be demonstrated by both policy and practice in recruiting and retaining a well-qualified and well-motivated workforce. Through supervision and appraisal the success of CPD activities can be evaluated, along with outcomes, particularly on the working practices of ………………….. Thus future provision can be improved as a quality assurance process.

Bibliography (2010) Care Quality Commission Qualification Framework for the Social Care Sector in Wales

Care Council For Wales – Social Care Induction Framework for Wales Welsh Government (2007) Fulfilled Lives, Supportive Communities Welsh Government (2011) Sustainable Social Services: A framework for action McKibbin and Walton (2012) Leadership and Management in Health and Social Care and Children and Young People’s Services. Pearson Educational Publishers Tillmouth;T. and Quallington;J. (2012) Level 5 Diploma in Leadership for health and social care. Hodder Educational, London Welsh Government (2012) Social Services (Wales) Bill Consultation Document

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