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Kansas
Kansas Workforce Initiative
The Importance of SupervisorsMichelle Levy and Roxanne Emmert-Davis
September 15, 2010
The Kansas Child Welfare Workforce
Kansas CW Workforce: STAFF COMPOSITION
Estimated 1,700 staff
Approximately 50 agencies
Under 25 years
15%
26-29 years24%
30-39 years29%
40-49 years16%
50 or older16%
Kansas CW Workforce: AGE
0
100
200
300
Kansas CW Workforce: EDU-CATION
# of MSW’s # of BSW’S # of Other Degrees
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
Estimated Average Tenure of Staff Leaving due to “Preventable Turnover”
Less than 2 Years
Job satisfaction/retention are more significant issues among caseworkers than supervisors and administrators.
RETENTION • Work Attitudes• Organizational Climate
• Intention to Quit = Turnover
Worker Attitudes and Retention
Work/Family Conflict
Work demands interfere with family lifeCan’t get things done at home because of
the job
Worker Attitudes and Retention
Organizational Commitment
Being proud of the organizationSimilar values as those of the organization
Worker Attitudes and Retention
Job Satisfaction
Being enthusiastic about the jobFind enjoyment in the job
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
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
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
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
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.
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.
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
What Impacts Retention for Supervisors?
• Workgroup (warmth, pride, cooperation)• Supervisor (support, goal emphasis, work
facilitation)• Organizational Innovation, Justice and
Support
Kansas Workforce Initiative- Current
Kansas Child Welfare Scholars ProgramAgency-based InitiativesSystem-wide Initiatives: Kansas RJPEvidence Reviews:
– Recruitment– Selection– Work/Family Conflict
Kansas Workforce Initiative- Upcoming
Workforce Best Practice ForumAgency/Educators DialogueEvidence Reviews:
– Secondary Trauma Intervention– Supervisor Behavior related to Outcomes– Transfer of Learning
