Teach-Early-Years-14.1

waiting lists and navigate the influx of children enrolling as seamlessly as possible, day nursery managers must implement robust recruitment and people management processes that help to attract the right type of staff through the door,” says Gill. “They could consider some training for new recruits once they have started employment, rather than requiring certain qualifications on application, to widen the pool of potential candidates. This would then also ensure that their employees have undertaken the training that’s needed to do the job well. “However, part of the recruitment process includes lengthy DBS checks, which in some cases can take weeks to process – time that the sector just doesn’t have to spare. It is also imperative to carry out Right to Work checks, as there are severe legal consequences if these aren’t done correctly. Enlisting the help of a third- party employment screening service such as uCheck .co.uk can help provide a stopgap in these instances, saving precious time to get staff onboarded as quickly and efficiently as possible. The rapid online platform allows you to request checks in a matter of minutes and guarantees quicker results than government checks.” In the current landscape, retaining skilled employees is vital for nurseries to meet regulatory requirements and maintain service quality. Moreover, a stable workforce helps create a positive workplace culture that benefits both staff and the children they nurture. “Recruitment is not the only measure that’s needed – retention of staff is equally as important,” Gill explains. “Nurseries should engage staff from the beginning. A good induction process is key to ensuring that staff feel engaged and understand their role and responsibilities – both the good and more challenging aspects – so they know what to expect and managers are sure they’ve got someone that’s up to the job. It’s good to create a clear induction timetable to ensure the employee meets the necessary people and gets a good understanding of the business from day one. The business could set up a buddy system so the new starter feels welcomed and has an easy point of contact too. “Nurseries should also consider measures to foster engagement generally with its employees. Wellbeing initiatives are important, some of which can be achieved without great expense. For example, fostering open-door relationships with managers so that employees can easily raise any health or personal issues, and team initiatives such as a charity challenge. Measures such as timetabling breaktimes so that employees can bond with colleagues could also be considered.” Jonathan adds, “When thinking about retention, we know that staff wellbeing and progression are key priorities for them. The newly established Institute of Early Years Education (instituteofearlyyearseducation.org.uk ) provides great CPD opportunities, a way to measure and share professional development, as well as staff benefits such as wellbeing resources, for example, gym access and 24/7 GP advice.” The expansion of funded childcare hours offers tremendous benefits to families and the economy, but it has placed nurseries under unprecedented strain. By focusing on attracting and retaining skilled staff and leveraging tools to improve efficiency, nurseries can navigate this demanding period. However, the government must also deliver on its promises of financial and operational support to ensure providers have the resources they need. Citation is a UK leading health and safety and HR and employment law provider. Visit citation.co.uk . The National Day Nurseries Association (NDNA ) is the national charity representing children’s nurseries across the UK. Visit ndna.org.uk 14.4% Increase in nursery wage bill since April 2024 SOURCE: NDNA JONATHAN BROADBERY IS DIRECTOR OF POLICY AT NDNA Teachearlyyears.com 63