Personal Effectiveness, Mental Toughness and Emotional Loyalty Training: Impact on Staff Retention Rates in Four Diverse Social Care Provider Organisations in Cumbria Evaluation Report

TY - BOOK

T1 - Personal Effectiveness, Mental Toughness and Emotional Loyalty Training

T2 - Impact on Staff Retention Rates in Four Diverse Social Care Provider Organisations in Cumbria Evaluation Report

AU - Cornes, Michelle

AU - Gill, Lesley

AU - Armstrong , Sandy

AU - Bowes , Mark

PY - 2010/2/1

Y1 - 2010/2/1

N2 - Social care seeks to ensure that people achieve their maximum potential, have full and purposeful lives, and exercise real choice and control over how they do this (DH, 2008). However, there are problems in most parts of the United Kingdom (UK) in recruiting and retaining sufficient care staff to achieve this aim. The National Minimum Data Set for Social Care [NMDS –SC] indicates that vacancy and turnover rates for staff in adult social care in England at 8.4% [1 in 12 posts vacant]. This is double the rate for all other types of industrial, commercial and public employment (Eborall and Griffiths, 2008). It is recognised that if staff shortages in social care are to be managed effectively in the longer term, ad hoc solutions such as the use of temporary agency staff need to be replaced by more effective workforce planning, and the introduction of evidence–based initiatives aimed at recruiting, retaining and supporting staff in what is an emotional and pressured role (Evans and Huxley, 2009). In this article, we present findings from a small scale evaluation of one leadership training initiative on ‘Personal Effectiveness, Mental Toughness and Emotional Loyalty Process’ delivered as part of a programme of targeted action which sought to improve staff retention rates across four diverse social care provider organisations in Cumbria.

AB - Social care seeks to ensure that people achieve their maximum potential, have full and purposeful lives, and exercise real choice and control over how they do this (DH, 2008). However, there are problems in most parts of the United Kingdom (UK) in recruiting and retaining sufficient care staff to achieve this aim. The National Minimum Data Set for Social Care [NMDS –SC] indicates that vacancy and turnover rates for staff in adult social care in England at 8.4% [1 in 12 posts vacant]. This is double the rate for all other types of industrial, commercial and public employment (Eborall and Griffiths, 2008). It is recognised that if staff shortages in social care are to be managed effectively in the longer term, ad hoc solutions such as the use of temporary agency staff need to be replaced by more effective workforce planning, and the introduction of evidence–based initiatives aimed at recruiting, retaining and supporting staff in what is an emotional and pressured role (Evans and Huxley, 2009). In this article, we present findings from a small scale evaluation of one leadership training initiative on ‘Personal Effectiveness, Mental Toughness and Emotional Loyalty Process’ delivered as part of a programme of targeted action which sought to improve staff retention rates across four diverse social care provider organisations in Cumbria.

M3 - Commissioned report

BT - Personal Effectiveness, Mental Toughness and Emotional Loyalty Training

PB - Social Care Workforce Research Unit, King's College London

CY - London

ER -