Case study

Shaw Homes

Shaw Homes is a Housing Association. Most of the company's homes are located in the South and Midlands of England and Wales. This case study covers St John’s Residential Care Home in the West Midlands where 35 people are employed. Approximately 50 per cent of staff members are aged over 40; around 30 per cent are aged over 50.

Business benefits The company benefits from the commitment and loyalty shown by many of its older members of staff. They find that older workers:

• demonstrate an ability to care for residents in a sensitive manner;
• are very reliable. Levels of sickness and absenteeism are monitored by the company and by care home managers. It has been found that older members of staff are less likely to have occasional days off sick. They are more likely to try to help with staffing needs in the Home by, for example, working an additional shift to help cover staff illnesses;
• show a high degree of commitment to patient needs - for example, older workers invariably give advance notice if they need time off as they recognise the difficulties of staffing homes round the clock and wish to ensure that residents receive continuity of care;
• have a good approach to team work - older workers recognise their responsibilities to the team they work with and help each other;
• are less likely to leave their jobs - the company and residents benefit from high retention rates and continuity of care;
• bring broader life-skills to the work environment - this may be reflected in a patient manner, a willingness to reminisce with patients, and an ability to deal with unexpected events or 'crises' in a calm and measured way. The company recognise that their older workers add a great deal to the smooth operation of their business, to their continued growth and profitability and to the contentment of their residents.

HUMAN RESOURCE POLICIES:

The company's equal opportunities policy states that age discrimination will not be practised at any stage during recruitment, selection and employment. The company seeks to have a broad age spread in its workforce. The company have recently introduced a new approach to human resource development that they believe will have long-term benefits for all their residents and staff - improving staff retention and job satisfaction. The approach focuses on 'person centred care' for residents allied to 'employee centred care' for all staff. The introduction of employee centred care requires a considerable degree of flexibility in human resource management.

HUMAN RESOURCE PRACTICES:

Recruitment and Selection

Shaw Homes is non-discriminative in the way in which it recruits. With respect to age, the company wishes to attract staff of all ages to work in the business. However, they have found that older members of staff tend to be particularly skilled at dealing with their client group, and tend to stay with the company. They therefore welcome applications from older workers. When recruiting the company seeks to use age neutral terminology. However, given that many of the residents of the company's homes have dementia and other mental health related difficulties, their adverts stress that the skills of the more mature individual would be welcomed. The company's approach to recruitment is also influenced by the fact that the labour market for nurses and care staff is very tight. In London and the South East, in particular, qualified nurses are exceptionally difficult to recruit. The company's job advertisements stress that they offer flexible working arrangements. It is believed that this attracts older workers who may have retired from the NHS but would be interested in returning to work on a part-time or flexible hours basis. Age is disregarded by the company when selecting staff for interview. They primarily look for staff with previous experience of nursing and care, and with a mature outlook. A set procedure for interviews is followed which includes a tour of the premises and an interview based on a pre-specified list of questions. The age of the applicant is not relevant. Key criteria for selection include previous experience, or a willingness to learn, an empathy with residents and a mature, responsible and caring manner.

Training and Development

The company has a 4-day induction programme for all staff within London and the South East, that covers the company's values and person-centred care for both residents and staff. It is believed that induction training can be of particular benefit to older members of staff who may have been away from a learning environment for some years. The company operates a mentor scheme, which has been found to work particularly well. This is run by individual homes and focuses on supporting new members of staff by linking them to an older, experienced staff member. For example, an older member of staff is able to tell younger staff much about her overall approach to care, and help them to empathise with the residents. She in turn benefits from working with younger workers finding their approach 'energising' and 'refreshing'. All staff members can access courses run by the company. Training course opportunities are placed on notice boards and registration is open to all. In some cases, management may encourage particular members of staff, particularly those who have not been in a learning environment for some time, to attend courses. The support given is generally encouragement and confidence building to help overcome any reticence. Some training is also compulsory, for example, health and safety and lifting and handling training.

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Promotion

Promotion is wholly on the basis of merit. Age does not play a part in promotion decisions. Management promotion is based on individual competence, and management staff have formal appraisal sessions. Care staff are appraised as part of the company's overall 'Investor in People' processes. Promotion opportunities are then discussed.

Vacancies are also advertised externally. In St John’s Nursing Home, three new promotion opportunities have arisen in recent months. Two of these were taken by staff members in their fifties.

Flexible Work Practices

The company has found that flexible work practices play an important part in their ability to retain staff. A high staff retention rate is important to the company - both for economic reasons (the costs of recruiting new staff members can be high), but also because of the need to offer continuity of care to residents. Many of their residents have a degree of dementia, and changing staff too frequently can exacerbate their condition by heightening any confusion experienced. Wherever possible, staff work patterns are adjusted to accommodate individual circumstances. For older staff for example, the company is aware that some may wish to take time off during school holidays to see grand-children. They also recognise that staff over fifty are more likely to have responsibilities to care for elderly relatives. In order to accommodate these needs, management at each Home maintains a list showing staff related requests for hours of work. The older staff interviewed reported that management are willing to accommodate requests from them for specific hours because it improves retention rates.

Job design and ergonomic adjustments

The company's approach to 'adjustments' is to discuss needs on an individual basis and accommodate them wherever possible. One older member of staff interviewed had recently had a period off work following an accident to her hand. This made it difficult for her to undertake some of the required duties. On her return to work a full 'risk-assessment' was carried out, and her duties were adjusted to minimise any potential for difficulties arising. The company have rarely found that the work undertaken by older care workers exceeds their physical capacities. However, it is recognised that some older staff may prefer to move into alternative areas of work as they age. For example, they may choose to transfer to therapeutic care services.

Redundancy

The company has had a recent redundancy situation. Age was not a criterion used for selection. Key criteria were performance, absenteeism and work related skills.

Retirement

The company has recruited staff beyond state pension age. Staff members receive advice from the company's payroll section on the implications for their pensions and tax liabilities of continuing in work, and decisions are taken on an individual basis. On reaching state pension age, staff may choose to continue working the same hours as previously; reduce their hours; join the 'staff-bank' scheme operated by individual homes, whereby staff are occasionally asked to work at mutually convenient times; or retire.

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