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Kansas
Kansas Workforce Initiative
The Importance of SupervisorsMichelle Levy and Roxanne Emmert-Davis
September 15, 2010
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The Kansas Child Welfare Workforce
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Kansas CW Workforce: STAFF COMPOSITION
Estimated 1,700 staff
Approximately 50 agencies
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Under 25 years
15%
26-29 years24%
30-39 years29%
40-49 years16%
50 or older16%
Kansas CW Workforce: AGE
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0
100
200
300
Kansas CW Workforce: EDU-CATION
# of MSW’s # of BSW’S # of Other Degrees
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Af Am Latino Asian White Nat Am Multi-racial0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%
100.00%
Kansas CW Workforce: ETHNIC-ITY
CW Workforce State Pop SRS Custody
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Estimated Average Tenure of Staff Leaving due to “Preventable Turnover”
Less than 2 Years
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Job satisfaction/retention are more significant issues among caseworkers than supervisors and administrators.
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RETENTION • Work Attitudes• Organizational Climate
• Intention to Quit = Turnover
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Worker Attitudes and Retention
Work/Family Conflict
Work demands interfere with family lifeCan’t get things done at home because of
the job
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Worker Attitudes and Retention
Organizational Commitment
Being proud of the organizationSimilar values as those of the organization
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Worker Attitudes and Retention
Job Satisfaction
Being enthusiastic about the jobFind enjoyment in the job
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What Can Supervisors Do?
WORKER ATTITUDES• Begin conversations• Listen to workers and gently ask questions • Listen for clues from workers who might be
struggling• Offer supportive environments, flexible
schedules
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What Can Supervisors Do?
WORKER ATTITUDES• Recruitment/selection – Get the right
people, Realistic Job Preview• Share your own enthusiasm for the job and
the organization’s values• Gauge worker satisfaction - newcomer
interviews/stay interviews
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Organizational Climate and Retention
Client Centered Supervision
• Refers to children and families in a positive manner
• Identifies strengths in most parents and children
• Advocates for resources to meet the needs of children and families
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Organizational Climate and Retention
Job Importance, Autonomy and Challenge
•My work is meaningful.•Freedom to complete tasks without being over supervised.•My job requires a lot of skill and effort
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Organizational Climate and Retention
Organization Innovation, Justice and Support
• I am encouraged to develop my ideas.
• Decisions about my job are made in a fair manner.
• The organization really cares about my well-being.
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Organizational Climate and Retention
Role Ambiguity, Conflict and Overload
• The goals and objectives of my team are clearly defined.
• There are too many people telling me what to do
• I have more work to do than I could ever get done.
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What Can Supervisors Do?
ORGANIZATIONAL CLIMATE• Talk positively about children and families• Reinforce the importance/challenge of child
welfare work• Match worker skills and work• Provide opportunities for skill building• Solicit and embrace staff input and ideas• Have clear expectations for staff
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What Impacts Retention for Supervisors?
• Workgroup (warmth, pride, cooperation)• Supervisor (support, goal emphasis, work
facilitation)• Organizational Innovation, Justice and
Support
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Kansas Workforce Initiative- Current Kansas Child Welfare Scholars ProgramAgency-based InitiativesSystem-wide Initiatives: Kansas RJPEvidence Reviews:
– Recruitment– Selection– Work/Family Conflict
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Kansas Workforce Initiative- UpcomingWorkforce Best Practice ForumAgency/Educators DialogueEvidence Reviews:
– Secondary Trauma Intervention– Supervisor Behavior related to Outcomes– Transfer of Learning