Recruiting, Training and Developing Staff Part 3: Motivation - Appreciate your staff

Few nurseries can commit to ongoing financial incentives to retain high calibre staff and it is therefore absolutely essential that they find other, sustainable ways to keep teams engaged and motivated.

Parents, too, will also be looking for evidence that their chosen childcare provider offers consistency both in staff retention and the quality of practice offered. The key to this is making staff feel involved and valued so that they are motivated to continue both their professional and personal development.

GOING THE EXTRA MILE

Clarity, consistency and fairness are the benchmark of good leadership and management along with a clear commitment to promote each staff's continual professional development. If such things are in place, how else can settings make a difference to how well staff feel motivated and incentivised to do their best?

The Westchester House Day Nursery School, part of Kiddi Caru, has developed effective strategies which are ensuring staff stay incentivised. Based in Farnham, Surrey, it prides itself on the consistent quality of the provision offered and in maintaining clear and open communication with parents. Feedback from parents is an essential part of its success and is reflected in the recent survey. One hundred per cent of parents surveyed said they would heartily recommend the nurseries to friends.

Lesley Hurst, deputy nursery manager, explains how making staff feel valued is a priority for Westchester House and that it achieves this in a variety of ways.

'We believe in starting from the top down and arrange monthly meetings with all the managers over a meal to share good practice, new incentives and mutual support,' she says.

'At this time each setting can nominate their "staff of the month" award. The chosen staff member receives written recognition of their success or valued contribution in newsletters and on the website, as well as a reward of £25. Parents can also nominate staff they feel have been exceptional which also yields a £25 reward. This helps to foster close links between the setting and the parents. We also arrange for doughnuts or cakes to be given to each nursery at least once a month as a token of appreciation and we encourage staff to share successes and to have team meals.'

Staff also have very clear expectations as to their working hours and commitments. Ongoing training and workshops are regularly organised to develop skills and knowledge, with overtime wages paid accordingly. Each setting also ensures that rooms are never staffed below ratio and that any ideas contributed by staff are acknowledged.

FOSTERING A COLLABORATIVE SPIRIT

Caroline Allen is the owner of two Oaklea Montessori Nurseries based in Dedham and Ramsey, Essex. Like Westchester House she places clear expectations and communication at the heart of incentivising her staff along with possessing what she refers to as a 'teachable spirit'. By this she means a willingness to work within expectations and procedures but also the flexibility to contribute when things don't always go to plan, and to be a co-operative team member.

Oaklea is a social enterprise and financial incentives are not currently an option. Ms Allen therefore strives to make staff feel valued through her approach to training and development and performance reviews. Each staff member is given a personal area of responsibility to develop through a yearly action plan that is included in their performance review.

Similarly to Westchester House, Ms Allen emphasises the need for clear communication with parents, staff and external visitors on the ethos and vision for the setting. Staff are invited to contribute to the nursery SEF and Development Plan which is also shared with parents. Key action points and successes are openly displayed throughout the setting and individual staff contributions highlighted.

Staff review and performance management meetings are carefully structured. In addition to the mutual expectations discussed at recruitment and induction stages, further emphasis is placed on staff's feelings and opinions by inviting them to consider how they view the setting and what they would like to see happen in the following year.

This is their opportunity to express their thoughts within a positive context and draw upon their knowledge and feedback from parents, children and peers as well as instigate examples of good training and practice they have experienced. For example, three goals are established at each staff review:

• Something staff would like to specifically do for the workplace

• Something they would particularly like to develop as part of their role

•  Something personal that the nursery can offer support in achieving, that will bring about an aspect of personal development.

She says, 'By acknowledging work and personal boundaries and fostering a collaborative and supportive team spirit, staff feel valued as individuals and continuously appreciated for their personal and collective contribution.'

Rebecca Miller is the author of Clearly Outstanding, published by bookshaker, and director of Oscar Resource Coaching

CASE STUDY: BRINGING EVERYONE TOGETHER

As part of the drive to encourage greater use of the outside environment to enhance children's learning and development, former Sure Start consultant Lucy Partridge arranged for an inspirational one-day event at the Windmill Children's Centre in Ramsey, to help create a unified approach.

The purpose of the day was to involve all areas of Sure Start personnel, from board and finance directors to children centre staff, and the linked day care settings themselves. Ms Partridge felt that the success of the concept depended on all levels of staff taking ownership of the principles and practice involved.

She arranged for Mind Stretchers, a national organisation devoted to using the outdoors as a positive learning environment, to run a half-day workshop. This meant imparting knowledge and theory to all the participants as well as giving them the opportunity to express their opinions, ask questions and experience some activities first hand.

The day ended with a half day in the woods where all staff were divided into teams and experienced a range of activities that could be carried out using natural resources in the outside environment.

Caroline Allen chose to send two staff members who had expressed an interest in developing the outside area of the nursery and wanted the responsibility of taking back the information to share and develop across the whole setting.

Evaluations and feedback for the day highlighted how powerfully the day had influenced practitioners' thoughts about the outdoors. By providing an inspirational workshop, participants felt enthused to try things out themselves and then take back examples of good practice to share with their colleagues.

TOP TIPS FOR MOTIVATION

• Establishing clear communication as to the setting ethos and mutual expectations

• Developing ways for staff to contribute to the ethos and provision of the setting

• Showing consistent verbal and written communication of appreciation (and doughnuts)

• Arranging different ways for staff to share their views and feelings within a positive context

•  Understanding and developing individual staff strengths and skills

• Creating flexibility to enhance team co-operation.