Mentoring programs

Buddy up: ACES’ retention case study

ACES, based in Port Macquarie (NSW), provides support to people with disabilities in helping them to achieve their maximum potential as members of the community, with a focus on increasing independence, employment opportunities and integration. Around 38% of clients have complex or very high support needs.

In the past 8 years ACES has more than doubled in size and more than tripled the number of services on offer. Staff are generally employed through word of mouth and from links with other local NGOs and training organisations.

The challenge

With a strong local reputation and as an employer of choice in the area, ACES’ ability to attract staff has never been a challenge, but like many organisations in the sector, their focus on retaining staff is constant.

John Faithfull, ACES’ CEO, says that any ‘churn’ of staff occurs within 2 years on average, but of the 40-45 staff currently employed approximately 65% have been with ACES for more than 2 years.

 

 ACES support workers - Sam and Kahlia 

The strategy

There are a number of strategies ACES implements to ensure the right staff are recruited and, most importantly, retained:

  • ACES spends quality time with people seeking employment,  to learn what they hope to get out of a job and to give them a solid understanding of the organisational culture and roles available.

  • Information and training sessions are conducted with the local TAFE and school students in an effort to change any misconceptions about working in the sector, and to promote ACES as a potential employer.

  • Feedback from staff is actively encouraged both informally, through regular supervision and appraisal, and through an annual staff survey which seeks honest opinions about a broad range of satisfaction indicators.

  • 100% of frontline staff participate in a 3 month recruitment program before being offered a permanent position. This involves being recruited on a short-term basis through a casual pool (many staff also start at ACES as a volunteer, before becoming a casual staff member). As part of this recruitment program, staff are given induction training for their role and the organisation, and they are also allocated a buddy.

The buddy system

The buddy system was established 7 years ago and has been a great success, evolving to be a natural part of the culture at ACES which all staff have some participation in. The mentoring program involves existing staff members buddying up with new staff members, with the aim of ensuring that new staff learn about their new job through a staff member who is already doing it. 

"The buddy program is like a stepping stone for new staff. I don’t think a day goes by that someone isn’t being trained up," says John.

The ‘formal’ part of the buddy partnership generally occurs over three shifts and involves the new staff member observing the existing staff member doing their job.

One of the most important experiences at this stage is in the interaction between the client/s and the existing staff member. New staff learn about each client through observing their interaction and engagement, which helps them to get an initial understanding of who the client is and what they want to achieve in their life.

Gradually, responsibility is shifted to the new staff member with the existing staff member present, if needed. Throughout the process, qualitative feedback is also provided to management to ensure that everything is going smoothly and the new staff member is settling in.

The results

ACES’ staff members, Sam and Kahlia are just two of the people who have participated in the program, and are a good example of how the buddy system benefits both partners in the working relationship. 

Kahlia was a new staff member at ACES in late 2009, and about to start the same role that Sam had been doing.

“When I started it was very handy to have a buddy. Having a gradual handover has been great and it is the best induction I have ever had with an employer,” says Kahlia.

“Sam was initially able to walk me through simple but important organisation specific things, like booking a car for my shifts. When we were out with clients I would observe him and the interactions, and then gradually Sam started directing clients to me.”

Sam agrees that the program has had a positive impact.  “I can relate to Kahlia when she reflects on what has occurred during her shifts with the clients and I think that is mutually beneficial,” says Sam.

For Sam and Kahlia’s full story visit True Stories.