background - humber · web viewthe result of this research is captured in this report. it presents...
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Tender Ref: HCUK/ESF/2017.SD08
Skills Support for the WorkforceSkills Gap Report
Report Detailing Employer Skills Requirements up to 2022
Sector: Health and Social Care
Index
Background............................................................................................................................3
Market Intelligence.................................................................................................................6
Size and Structure of the Workforce in this Area...............................................................6
SME Skills and Networking Groups.......................................................................................8
Proportion of the Local Market Engaged with During the Evaluation.................................8
Summary of Findings.............................................................................................................9
Good News........................................................................................................................ 9
Understanding of 'Live Issues' in the Sector......................................................................9
Recruitment........................................................................................................................9
Training............................................................................................................................10
Skills and Qualifications...................................................................................................10
Skills Requirement Report Findings and Recommendations...............................................11
Location............................................................................................................................15
Staff Roles and Behaviour................................................................................................15
Comparison Diagrams......................................................................................................18
Key Recommendations....................................................................................................21
Legacy.................................................................................................................................22
References and Contributors to the Report.........................................................................23
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Key Contacts
Skills Requirement Sector * Health and Social Care
Company/Organisation conducting the research
University of Hull
Key Contact for The Project
Name/Email/Telephone
Fay Treloar
Mob: 07870987155
Report Produced by Fay Treloar, Director of Business Engagement and Enterprise, Health Sciences, University of Hull
Kath Lavery, Consultant
Company/Organisation Address
University of HullCottingham RoadHull HU6 7RX
Company/Organisation Tel Number
Company/Organisation Key Contact Email Address
University of Hull (contact details as above)
Any Other Contact Information
*1 submission is required per sector if you represent multiple sectors.
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Background
The University of Hull was commissioned in August 2017 to conduct analysis of employer skills requirements across the Humber for the Health and Social Care sector up to 2022.
The work undertaken involved:
Analysis of employer skills requirements in the specified Humber Local Enterprise Partnership’s (LEP’s) key sector up to 2022.
Analysis of the perceptions of Humber small to medium-sized enterprises (SMEs) on the levels of skills required by new employees to drive business growth.
Analysis of SME preparedness to invest in upskilling their staff.
The result of this research is captured in this report. It presents an indicative picture of where the sector is now. It identifies weaknesses that need to be addressed and strengths that can be built on and where the Humber LEP and stakeholders can assist to achieve greater business growth and impact beyond 2022 for the Health and Social Care Sector within this region.
The Process
September – December 2017
The University of Hull set up a working group which consisted of members of the Faculty of Health Sciences and Hull University Business School with extensive experience in SME engagement, economic development and management systems and thinking. The focus of this was a group to undertake the following steps:
Step 1
Scoping session to agree target list of SMEs to be contacted within the Health and Social Care Sector. This included:
Dental practices
Care homes
Mobile care providers
Day nurseries
Childminders
Medical equipment and devices
Nursing homes
Alcohol, drugs, sexual health services
Independent practitioners (physio/language)
Job centres and recruitment agencies
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Humber LEP
GP practices to be accessed via the Clinical Commissioning Groups (CCGs) across the four local authorities.
Establishment of Principles of Working:
Our aim was to contact a wide variety of SMEs in the above sectors from across the four local authorities.
To ensure there was a balanced approach across the Humber (a good spread of urban versus rural across North Bank and South Bank).
Given the focus of the analysis is about SMEs, the aim was to contact as many independent traders and businesses as possible and avoid contact with larger health organisations within the public sector.
Step 2
Compile comprehensive database of stakeholders to be engaged as part of the evaluation. This would be split into two parts. Part 1 was to undertake preliminary telephone interviews. 40 SMEs were contacted who were considered established within the sector.
The Topics
We asked each consultee a series of pre-scripted questions, designed to draw out views in relation to the following topics:
Their experiences in relation to recruitment, immediate skills and staffing challenges.
Their perceptions of the sector.
Their awareness of the range of qualifications and training support available.
The level of importance about investment in training and upskilling of their staff.
Their existing relationships and any prior contact with the Skills Support for the Workforce (SSW) programme / Humber LEP.
How they would broadly describe the future of the sector and what this looked like specifically within their own employment.
The findings were used to inform the right level of questions and shape the structure of the survey.
January – March 2018
Development and Design of the Survey
Following the preliminary round of interviews with multiple stakeholders, we held a five-hour workshop where we developed a multi-dimensional conceptual model using mind-mapping.
For the visualization of this model we used a cloud-based software (Coggle) with a timeline feature. This allowed us to ‘go back in time’ and explore changes in the dimensions of the project, combine categories, and refine the associations to be explored incrementally. The drag-and-drop features of the mind-mapping software allowed us to create links from the
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preliminary rounds of interviews with experienced stakeholders, synthesizing them into larger groups that formed the basic dimensions that we would explore. The visual character of the software itself helped us in many ways. For example, during the workshop, it allowed us to have a dynamic discussion about what were the key issues that affected the stakeholders.
This visual data coding of the categories gave us a more manageable set of issues to focus on so that we could design an anonymous survey that would not be too demanding in terms of the time-required for its completion.
The survey was designed and analysed through the University of Hull subscription to the JISC Online surveys web-based tool and the survey was distributed in a network of contacts, with an approximate completion time of three to four minutes.
The main elements of the questions within the survey were designed to cover three areas:
Physical Issues – rurality, travel and transport.
Organisational – funding, management, staff turnover.
People – education, staff, language, personal development.
Duration and Timeline of Surveys
The survey was published at the beginning of April 2018 with a closing date of 8 th May 2018.
PR and Marketing
The University of Hull issued a press release in partnership with Humber LEP and HCUK which ran in tandem with the launch of the survey to raise further awareness of the evaluation. This was also circulated to various media outlets including The Chamber of Commerce and Bondholders. A news story was posted on the University of Hull Website and disseminated widely to a number of partners including the local authorities, CCGs across the Humber and the Department for International Trade.
University of Hull Website https://www.hull.ac.uk/work-with-us/more/media-centre/news/2018/online-survey-health-social-care-strategy.aspx
Bondholders Website https://www.marketinghumber.com/news/regional/online-survey-to-focus-on-humber-s-future-health-and-social-care-workforce-strategy/
This was also a valuable opportunity to raise further awareness and further promote the SSW project.
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Market Intelligence
The Health and Social Care sector accounts for over 15% of employment within the region. There are over 54,000 employed within this sector across the Humber. This represents a significant growth on the 2015 SSW Sector Report which reported a figure of 44,000.
Health and Social Care is one of the fastest growing sectors in the UK, driven by an aging population and a workforce where 20% of staff within the sector are over 55 years old. As life expectancy continues to grow there will continue to be a huge demand for health workers across a range of jobs. This sector continues to experience rapid growth within the Humber.
Size and Structure of the Workforce in this Area
In 2016/17 the adult social care sector in England had an estimated 20,300 organisations, 40,400 care providing locations and 1.58 million jobs.
In Kingston upon Hull there were an estimated 7,300 jobs in adult social care split between local authorities (10%), independent sector providers (74%) and jobs for direct payment recipients (16%). As at February 2018 Kingston upon Hull contained 116 CQC regulated services; of these, 85 were residential and 31 were non-residential services.
In East Riding of Yorkshire there were an estimated 12,000 jobs in adult social care split between local authorities (10%), independent sector providers (73%) and jobs for direct payment recipients (17%). As at February 2018 East Riding of Yorkshire contained 186 CQC regulated services; of these, 143 were residential and 43 were non-residential services.
In North Lincolnshire there were an estimated 4,300 jobs in adult social care split between local authorities (12%), independent sector providers (77%) and jobs for direct payment recipients (11%). As at February 2018 North Lincolnshire contained 78 CQC regulated services; of these, 60 were residential and 18 were non-residential services.
In North East Lincolnshire there were an estimated 4,000 jobs in adult social care split between local authorities (0%), independent sector providers (89%) and jobs for direct payment recipients (11%). As at February 2018 North East Lincolnshire contained 77 CQC regulated services; of these, 54 were residential and 23 were non-residential services.
The adult social care workforce is growing. In England it has increased by 19% since 2009, and in Yorkshire and the Humber, by 8% since 2012. If the workforce grows proportionally to the projected number of people aged 65 and over, then the number of adult social care jobs in Yorkshire and the Humber will increase by 28% (from 155,000 to 200,000 jobs) by 2030.
As at 2016/17 the adult social care sector was estimated to contribute £41.6 billion per annum to the English economy and £4.0 billion in the Yorkshire and the Humber region. Almost half of this is estimated to be the wage bill of the sector.
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Industry Breakdown -2017 Jobs Source EMSI Economic Modelling 2018
Industry Breakdown – 2022 Jobs
Additional market intelligence included as an Appendix to the report.
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SME Skills and Networking Groups
Proportion of the Local Market Engaged with During the Evaluation.
The other 25% that classified itself as ‘Other’ included responses predominantly from: education, charities, a clinical commissioning group, physiotherapy, a mental health charity, NHS, nursing and care recruitment/employment agency, podiatry, a training provider, and sole practitioners.
In relation to employer engagement activity, at the outset of this project we identified that it was very limited in terms of the numbers of SME focus groups available for Health and Social care within the Humber.
It is more common that there are strategic groups established focused around Health and Wellbeing with membership made up of larger health organisations. There was an overwhelming interest in the idea of a follow-up event which was a question included within the survey. This demonstrates that there is real demand and interest from SMEs to have a focused event. This also indicates that there could be further interest in establishing a new network or forum.
The main methods of direct contact with the local market were by telephone and on-line survey. A total of 176 responses were received to the on-line survey of which 87 were eligible (89 were screened out as they did not fall into the SME category).
We estimate that the on-line survey was distributed to 1,000+ SMEs across the Humber and this also included distribution via a range of networks including Humber LEP, North and North East Lincolnshire CCG, Hull and East Riding CCGs, Department of International Trade, a number of health care sector clients, NLG Health Group, Barclays Bank, ERYC Care Homes and Domiciliary Care, and ERVAS. In addition, we accessed multiple University-wide networks including the Hull University Business School and the Spark
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Innovation Fund in order to raise awareness of the survey as widely as possible and also to promote the SSW project and support available.
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Summary of Findings
Good News
The majority of the SMEs that were contacted responded positively to this evaluation. Those who participated were encouraged that this piece of work was being carried out and importantly that they were being given the opportunity to contribute.
Overall, the majority of employers interviewed have demonstrated an aspiration for growth. Within residential homes and domiciliary care, both are clearly growing markets within this region. Increasingly, GP practices are considering further merger and acquisition agendas.
Understanding of 'Live Issues' in the Sector
A key challenge is around reducing numbers of people being attracted to seeking employment within the sector. There is a need here to challenge perceptions that a lot of these roles are not careers.
Improving the level of career advice available.
Reliability and commitment of the workforce.
Staff feeling undervalued within the sector, mainly the view here is that roles are largely underpaid and therefore seeking out the highest paid roles.
Ability to recruit experienced staff and the ready availability of a pool of trained workers.
A lot of the respondents said that it was difficult to know where to find out about training and qualifications available.
The attrition rate in the care industry is high and this has impacted on the level that employers are prepared to invest here.
Lack of investment for training an ageing workforce. Need to overcome the perception that the older members of the workforce will not benefit or be interested in upskilling and achieving higher level of skills.
A wide range of issues were mentioned in relation to the future of the sector as being important factors for the Humber LEP to be considering at the moment. The outlook is quite negative and there are a number of real concerns raised about the future of the sector. These are included as an Appendix to the report entitled Live Issues.
Recruitment
The primary reason for recruitment is to replace current staff which is indicative of a high churn rate and low levels of staff retention.
Nearly 83% businesses responded positively to employing apprentices.
There is a shortage of clinical staff, particularly in nursing homes.
44.8% of the respondents agreed that new recruits do not have a clear understanding about the roles they are taking on.
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The survey identified that the most used method of recruitment is word of mouth, which shows how valuable staff are within the sector in terms of the marketing strategy for recruitment and how employers are reliant on this approach.
Training
Most businesses do have a training budget, however 26.4% of those surveyed did not. This is a reasonably high proportion and, therefore, this does require further attention to encourage businesses to invest in training their staff.
There is clearly a need for qualified staff with a preference for higher cost / quality training. There is a driver here for ensuring quality, however the challenge for some organisations appears to be how this currently can be financed.
For the majority who completed the survey, training is essential to business as well as ensuring that there is a pipeline and pool of trained and qualified staff, particularly for senior staff and managers.
There is interest for increasing engagement and accessing training and support from Further Education and Higher Education as well as demand for e-learning.
Skills and Qualifications
There continues to be a high demand for clinical roles where there are recruitment challenges here.
Skills needs included dementia awareness, care for the vulnerable and the elderly were highlighted as well as knowledge in relation to safeguarding.
Good people skills and customer service were also identified as important.
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Skills Requirement Report Findings and Recommendations
In the following sections we breakdown patterns of response in relation to each of the topics consultees were questioned on.
The figures below are extracted from the overall results. Further filters can be applied to the data on request.
Figure 1. Recruitment methods
Recruitment methods via own website, social media, indeed.co.uk have considerable traction. It is somewhat surprising that only 4.4% of respondents selected NHS Jobs and a slightly bigger percentage of 5.3% recruits through recruitment agencies. A comparison can be drawn with the figure below. This analysis indicates that there could be a need for more specialised online recruitment tools within the sector (e.g. focused on replacing staff due to very high mobility of the workforce).
‘Word of mouth’ is the prevalent recruitment method, with 55 responses, yet it appears as having a 17.2% selection. This is because in this question the participants could have selected more than one option.
Figure 2. Primary recruitment reason for the past two years
Replacing staff is the dominant recruitment reason. Increasing staff mobility will create its own consequences and concerns, in some cases disrupting the fabric of care that patients receive and the sense of comfort that they may find in being cared for by staff that are committed to their roles. Staff retention continues to be a challenge within the sector.
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Figure 3. Would you consider employing apprentices?
A collective 82.7% leans positively on the question of employing apprentices. This is an important finding and should be encouraged further by taking specific initiatives to increase the number of apprenticeships within the sector that would help the trainees and the employers as well. This level of support can become a beneficial force in the broader system.
Figure 4. Do you have a training budget?
The overwhelming majority states that there is a training budget in place but there is also a significant % (26.4%) that has no training budget.
Figure 5. Believe their business can only grow if they can attract qualified/trained staff
A significant majority (65.5%) of respondents see their business growth as interlinked with the capacity to attract qualified / trained staff and this remains an important indication of the significance of training itself in this space.
Figure 6. Is the training budget satisfactory?
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Figure 7. Would prefer a higher cost / quality training solution over a low cost / quality solution
Figure 8. Percentage of businesses considering training essential to conduct business (compliance)
Figures 6 and 7 highlight an interesting finding in relation to training budgets and considerations on preference of training solutions. From Figure 6, it becomes evident that only 18.3% consider their training budget to be unsatisfactory, with 34.5% expressing neither positive nor negative views and a 47.1% considering their training budget to be satisfactory (agree, strongly agree categories). This could explain the willingness to move to higher cost / quality training solutions. It would appear that the budget is there (in most cases) and that there is a considerable appetite to pay more for higher quality training. Also, as one would expect, Figure 8 reinforces the idea that training is also considered essential for compliance-related reasons, an integral part of conducting business itself (a collective 93.2% responded positively to that).
Figure 9. Agree that they have access to the right training that meets business needs
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Figure 10. Agree that they find it easy to get information and compare the details of different training courses.
From Figures 9 and 10, improvements can be considered on two fronts:
1. Improving access to training that meets the needs of the business.
2. Developing web-based tools gathering / displaying information and comparison of details of different training courses; the lack of the ease of use in comparative training information in a significant percentage of the responses (see Figure 10) indicates that this is a significant concern that may be a barrier to the selection of high-quality training altogether (and also lack of visibility of alternative offerings would tend to restrict the competitive forces that would drive the competition and the quality of training up).
Improvements on both of these fronts would ameliorate the difficulties of some businesses to attract qualified/trained staff (see Figure 11).
At the same time, businesses appear to be struggling to tap into a pool of basically skilled workers to recruit from (Figure 12), while for many businesses (Figure 13) the ability to recruit already trained staff is critical (this is roughly split 50-50% as almost half consider already trained staff to be critical while others would be looking to develop their own staff through training, either internally or with other provisions).
Figure 11. Agree that they have the ability to attract qualified/trained staff
Figure 12. Agree they have easy access to a pool of basically skilled workers to recruit from
Figure 13. Ability to recruit already trained staff is considered critical
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Location
Figure 14. Consideration on whether the location of the business is rural
Figure 15. Consideration on whether location is a barrier to the growth of the business
Figure 16. Consideration on whether location is creating problems in accessing training
From all the figures above combined (14, 15, 16), location is not considered to be a barrier in business development or in accessing training. Of course, the fact that a collective 48.3% does not consider their location to be rural would play a role in this. However, it is important to highlight as this is contrary to the expectations.
Staff Roles and Behaviour
Figure 17. New recruits know what the job is like
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Figure 18. Staff feel valued in their role and generally wish to remain in our business
Figure 19. Unprofessional behaviour is typical in our business (e.g. staff undergo training and don’t turn up for the job)
Figure 17 and 19 combined provide an important picture. Firstly, this indicates that new recruits have very little idea about what the job is actually like. This is on the one hand disappointing, but this can be improved by raising awareness and clarifying expectations, demands and requirements across job roles/categories. At the same time, despite strong staff mobility and anecdotal accounts of unprofessional behaviour, Figure 19 sets out clearly that levels of professionalism are not considered to be typical within the sector.
Figure 20. What form of training do you currently use?
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Figure 21. What form of training would you prefer to use?
The comparative reading and interpretation of Figures 20 and 21 illustrates that companies would prefer to reduce the channel of external consultants (by 2%), reduce outsourcing to training providers (by 5.4%), and even maintain a slightly lower level of e-learning. At the same time, they would prefer to increase their access of training from colleges or universities by 7.2%. Options about encouragement to undertake more training are illustrated below in Figure 22.
Figure 22. What would encourage you to undertake more training?
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Comparison Diagrams
Very Low Low Average High Very high0
10
20
30
40
50
60
70
80
90
Degree of Accreditation or CPD affecting your decision to undertake more training
East Riding Hull North Lincs North-East Lincs
Very Low Low Average High Very high0
10
20
30
40
50
60
70
80
90
Degree to which location affects the choice of a training provider
East Riding Hull North Lincs North-East Lincs
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Very Low Low Average High Very high0
10
20
30
40
50
60
70
80
90
Degree to which cost affects the choice of training provider
East Riding Hull North Lincs North-East Lincs
Very Low Low Average High Very high0
10
20
30
40
50
60
70
80
90
Degree in which a recommendation affects your choice of a training provider
East Riding Hull North Lincs North-East Lincs
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Very Low Low Average High Very high0
10
20
30
40
50
60
70
80
90
Degree to which the location of your business constitutes a barrier (to training, development)?
East Riding Hull North Lincs North-East Lincs
Very Low Low Average High Very high0
10
20
30
40
50
60
70
80
90
Degree to which the availability of training affects your business
East Riding Hull North Lincs North-East Lincs
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Key Recommendations
1. Greater investment in the development of a pool of skilled and qualified workers for the sector.
2. Schools, Further Education and Higher Education need to work more closely with SMEs to develop better career paths (both clinical and non-clinical) and raise greater awareness of careers available within the sector. This should also include more marketing and targeted careers campaigns about apprenticeships opportunities.
3. Improve on-line support services so SMEs can more easily access information about the training and courses available across the Humber. Ideally to have a central website that can be accessed by all employers and training providers.
4. More engagement opportunities for SMEs across the sector. It would be valuable to have continued dialogue with the SMEs who have engaged with this evaluation. A series of focus events or a new network would be welcomed.
5. Increase the level of focus on careers within the sector. There is a need here to challenge perceptions that many of these roles are not careers.
6. Subsidised support to increase levels of investment in training and skills development. If subsidies were available, the view is that this would be an incentive for employers to invest further.
7. Additional IT training would be useful and beneficial to employer and employee.
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Legacy
Health and social care accounts for over 15% of the Humber local economy and the vast majority of social care, residential and nursing homes, domiciliary care providers are SMEs. The sector is a substantial economic driver and the demand for health and social care services provided by SME’s is predicted to rise significantly as a result of an ageing society, with the number of people over 75 set to double over the next 30 years.
It is therefore essential that there is a greater focus and continued understanding of the economic importance of this sector and investment to support SMEs to grow and develop their workforce, support further business growth and productivity, and attract more people to work in a vibrant and successful health and social care community.
It is recommended that in terms of next steps a task group is formed to review the report and an action plan is agreed. There are a number of steps that could be taken both in the short-term and long-term by the Humber LEP which could make a real difference to this sector.
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References and Contributors to the Report
If not already listed or mentioned in the report, please list all reference material and contributors towards compiling this report.
Reference Materials
LRF Sector Skills Gap Report 2015
Skills for Care 2017 Data
LMI Humber Health and Social Care Statistics – LMI Website
EMSI Q1 2018 Data Set
Humber, Coast and Vale Sustainability and Transformational Plan
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