Business – Bouncing back by supporting your staff

It may not feel like it right now, but there was once a life before Covid-19. As the country follows a roadmap to what may eventually become our new normality, what has changed for the early years sector? Has it gained more respect after the pandemic? Does it have the financial support it needs to recover?

At the heart of the sector's recovery will be whether or not staff feel valued. An Early Years Alliance survey, conducted between December 2020 and January 2021, revealed that 80 per cent of early years workers felt ‘somewhat’ or ‘very’ stressed during the pandemic. So how can businesses go about counterbalancing this?

Supporting staff

Communication cannot be understated. You don't need to try to revolutionise supporting emotional wellbeing. Remember, this is not a one-off project – it is long term and needs to evolve and become embedded in all aspects of a staff member's role. Creating a well-being policy, or revisiting it if you already have one, will create an opportunity to look at what you already do and what else you can be doing. Staff wellbeing can be a standard agenda item at every staff meeting. Supervisions are an important aspect of good communication in a setting. Wellbeing boards are another way to recognise the importance of the subject and provide a chance to signpost available support to staff.

It can be difficult for managers and owners to feel the same level of support if they have no-one to turn to. If you don't have a local network of providers, social media offers a great way to connect with others.

Furlough presented unique challenges for the sector. The time away from your setting may have a lasting impact both on these employees and those asked to continue working. So how can we make sure everyone is integrated back into the workforce?

Make sure that staff are kept informed of changes, and keep in touch with those on furlough with regular welfare calls. Staff can still carry out training while on furlough, which will help them stay up to speed.

You should hold return-to-work meetings as you would for any other period of absence, addressing any anxiety staff may have about returning. You should be clear about Covid-19 risk assessments and new processes to help ease the transition. You may want to consider a phased reintroduction to the workplace.

Consider what training may be needed, especially for those who have missed changes or updates. Think about lighter activities too, such as team-building events or activities to help staff reconnect with each other.

Moving on

Many providers will find that their working patterns and processes have had to change in the past 18 months. While these adaptations were necessary at the time, could your new ways of working lead to more flexibility for your staff permanently?

Some of the short-term measures you took during the pandemic may lead to better wellbeing for the team. It is vital that we invest time in supporting staff. Could you review working patterns to ensure that they work for all the members of your team? Leaders should listen to their staff teams and focus on the positives you can offer.

Keeping on top of training

With new Government incentives, now is a great time for learners to take the next step in their careers.

Free Level 3 qualifications: Many Level 3 qualifications, such as the Early Years Educator diplomas, are available free of charge to any adult aged 19 or over who wants to achieve their first Level 3, until the end of July. Candidates don't need to be employed, so staff or volunteers who don't already hold a full Level 3 qualification can access the funding.

Apprenticeships: As part of a Government plan to increase the number of apprenticeships and stimulate employment, any employer taking on a new apprentice of any age between April and September 2021 gets an incentive payment of £3,000. This is on top of the £1,000 payment already provided for new apprentices aged 16 to 18. The new incentives cannot be claimed for existing staff who wish to upskill, though.

New normal

While lockdown easing has seen some normality return, particularly the delivery of wraparound care, the economic impact of the pandemic has meant that the future remains uncertain for many providers.

The impact of new working habits for many parents and the unfortunate levels of unemployment that the sector faces means that planning ahead is key to sustainability.

Recruitment difficulties are not new, but be optimistic and get your enquiry management process in place so that you can look ahead to the next few terms. Enquiry management is crucial for planning staffing needs, so don't be reactive with new starters.

Whatever system you have, review it now. Ask yourself: is it effective? Does it allow me to plan future staffing? Ultimately, it needs to provide you with information to understand the staffing levels you will require to deliver effectively and in a cost-effective manner.

Recruitment requires planning, so give yourself time. Being creative will help set your provision apart from rival recruiters. Recruitment is your opportunity to sell what you do, your journey, and get others on board for the ride.

Lenny Tyler is business support manager and Eve Smith is training administration manager at the Early Years Alliance

CASE STUDY: Nicola Batterbee, nursery manager, Puddlebrook Pre-school, Suffolk

‘In the past 12 months, life has been challenging, disruptive and a lot of adaptation has been needed. The one constant has been the children – even during times of closure, the welfare calls, the virtual and home learning support have really kept us going. Strong parent partnerships and ultimately staff attitudes have been fantastic.

‘Recently, we had some very positive feedback from a speech and language specialist who was supporting us. Although it is easy to say this is our job, this token of recognition, that small gesture of “well done”, really does go a long way:

‘I work with a lot of children in a lot of settings, but the way these two boys are being supported is amazing. It is brilliant that all staff members have time to do activities with the boys, rather than it being just one person's responsibility. This is quite unusual for me to see but the results speak for themselves.

‘We champion praise for children and it should be no different for staff. It's nice to be told that you are doing a good job.’

FURTHER INFORMATION

• Nursery World's new staff health and well-being series: https://bit.ly/3eKby8o
• Mental health: https://bit.ly/3w444CY and https://bit.ly/2RQsUXQ
• Free L3 courses: https://bit.ly/3fiWrl4
• Apprenticeship incentives: https://bit.ly/3ygZNht

FAQs

1. How can I put a focus on wellbeing in staff supervisions?

A. Supervisions are about support and development but are also a great opportunity to show staff how important they are in creating an environment that children can flourish in. Wellbeing should be at the top of the list.

Ensure supervision forms don't become just another form-filling exercise that has no benefit to you or your staff team.

Think about where supervisions take place. What is the environment like? Is it a nice place to be? Does your office or staff room need a revamp? Even simple things like sitting next to someone, instead of sitting across a table, can have an impact. Try walking for your next supervision – see if that gets the conversation flowing.

2. How can we overcome the recruitment issues facing the sector?

A. There is no magic wand solution, but you can set yourself apart. Don’t forget that you are selling yourself and your provision. Applicants want to know what they will get in becoming an employee and first impressions are priceless.

Practically there are also options. Have you considered hiring an apprentice? There is nothing more rewarding than guiding someone through a career in the early years. Currently the Government Kickstart Scheme provides funding to employers to create jobs for 16- to 24-year-olds who are on Universal Credit.

This is obviously financially beneficial but it also, crucially, opens up a larger recruitment market and might be just the right move to overcome the current challenges and create a brighter future for recruitment across the sector.