Unquestionably, healthcare has been one of the most severely affected industries during the Covid-19 pandemic. Overstretched, understaffed and with a myriad of safety concerns, workers have remained dedicated to the care of others, in the face of unimaginable adversity.
Domiciliary care has arguably been the forgotten poor relative within healthcare. Faced with high staff turnover, low wages, and continual recruitment difficulties, prior to the global pandemic there were already many barriers for leaders to overcome.
For the first time, a spotlight has been shone upon the sector, highlighting these obstacles, and the challenging conditions people continue to work under. Covid-19 and the combined ill-timing of Brexit, has meant this already severely strained sector, is now at breaking point.
The Health Foundation report that 24% of workers in domiciliary care are on zero-hour contracts. While this may suit some people well, others find it very difficult in terms of budgeting, job stability and career progression.
Additionally, the sector has traditionally relied upon migrant workers to fill many roles – a not insignificant 17%. Brexit now makes this a considerable issue. Coupled with low and often stagnant rates of pay, domiciliary care can often be seen as a less-than-attractive career plan.
And while talent and retention are serious issues, leaders must also prioritise the health and wellbeing of their people already working within the sector. Workers have witnessed more than 4,500 Covid related deaths in the past 12 months and are at risk of acute long-term effects. PTSD, depression, burnout, and anxiety for example are of high concern according to Kings College London.
HR must take steps now to not only become an appealing place of work for new recruits but to retain the valuable workforce they already have. This means understanding current concerns while anticipating and addressing anything that might still be around the corner or further ahead.
In the following industry overview, we discuss each of the 9 factors that science has shown to determine success through people and explore these in the context of the unique challenges currently being faced by employers in domiciliary healthcare.
Winningtemp's customer success manager Matilda Andersson was one of the first hires of Winningtemp. She sees a significant difference in how HR works now compared to when she started her journey at Winningtemp just over two years ago."Even the most conservative industries are starting to leverage the opportunities of digitisation to become more agile in HR," says Matilda Andersson at Winningtemp. EMPLOYEE WELL-BEING IS AS IMPORTANT AS BUSINESS REVENUE When Matilda started working at Winningtemp, she had no idea what lay in front of her. She felt the energy and drive of the founders Pierre and Mathias, and their enthusiasm rubbed off! She understood that there was a certain amount of risk in joining a startup that's still in its early stages, but she was captivated by the founders' grand plans and wanted to become a part of them."I haven't regretted the decision for a second, and it turned out that I could trust my gut feelings," says Matilda.Matilda's duties as the customer success manager include helping customers gain the highest possible value from Winningtemp.“I provide customers with initial support by planning the onboarding of Winningtemp together with them,” she says. “Next, I guide them through a process for finding an appropriate approach for implementing Winningtemp in their organisations. When the customer has found the right approach, and it has become natural for them to talk about well-being as revenue figures, that's when I'm satisfied. "Matilda notices a huge contrast in how HR works now compared to two years ago. When she started at Winningtemp, HR departments wanted to implement Agile HR. Still, many organisations were not yet prepared when it came to working with digital employee surveys in real-time."Many organisations were not mature enough, but there were early adopters in HR who jumped on board and saw the benefits of working agilely and digitally," she says. "Today, the situation is quite different, and even the most conservative industries are starting to open their eyes to leveraging opportunities of digitalisation in becoming more agile when it comes to HR. ”
FOR ENTRY AND MID-LEVEL POSITIONS, THE COST TO REPLACE AN EMPLOYEE IS BETWEEN 30% AND Source Staff turnover costs companies big money. Needless to say, the time and resources spent on recruitment, onboarding, and training serve no purpose when the employee leaves, adding ‘loss of knowledge’ to the existing pile of losses suffered by the company. The most frustrating part is that the constant risk of employees leaving impedes the organisation from working proactively with the underlying issues behind the high attrition rate.Even today, several organisations rely on gut feelings or obsolete data to put forward preventive measures against employee turnover. Not surprisingly, the management team gets caught off-guard every time one of their top talents leave the organisation.Since the inception of Winningtemp, our product has helped more than 400 companies in visualising the accurate state of employee well-being in real-time. It enables managers and HR leaders to act on day-to-day data and quickly see the impact of various activities on the overall results. This has been an immense step forward in defining the future of work.However, it still didn’t provide the users with churn indicators and the ability to identify the issues behind staff turnover.Introducing Winningtemp
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