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Whether it’s long-term cover, or the occasional day of agency support, temporary members of staff are an increasingly common feature of our organisations. Against the backdrop of a multi-sector recruitment and retention crisis, agency and supply staff provide a much-needed service, enabling our settings to function well and provide continuous care.
However, for the individuals we support, sudden changes in staffing can sometimes be unsettling. For example, if individuals expect certain members of staff to be present at certain times, the unexpected arrival of an agency worker can elicit feelings of anxiety, confusion and uncertainty. And for some, this can lead to an increase in distressed behaviours.
It’s vital, then, that we take the time to welcome and induct temporary staff into our settings, making sure they are equipped with the tools they need to understand our approach to behaviour, so that they can offer the best, most appropriate support.
In an ideal world, there would only ever be a limited need to employ temporary agency staff in our organisations, but with high staff turnover and factors such as illness or parental leave, the reality is that education and health and social care settings often utilise practitioners from agencies to provide care and cover.
Some of the challenges include:
Sometimes, due to unforeseen circumstances, plans are put in place at the very last minute, making things feel rushed and manic. The focus is on getting a practitioner to the right place, at the right time, leaving little or no capacity to brief them on important policies and processes. Hurried handovers also present little opportunity for agency staff to read through individual support plans that would provide valuable insight into a child, young person or adult’s unique needs and preferences.
Agency staff can often find themselves navigating unfamiliar environments and may not know where or how to locate resources, agreed systems around behaviour, or how to contact key people.
Crucial information may be known between staff, but not recorded anywhere. For example, if an individual needs a specific object to help them regulate, but it’s not clear where this is kept or the information is not included in their individual support plan, it is difficult for agency staff to support effectively.
Like most things, attitudes and approaches to behaviour are continually evolving. For some professionals working in supply and other agencies, it might have been some time since they were employed within a setting, or they may have worked at organisations with different views about behaviour support. Their approach and views may be out of alignment with current practice, or our chosen approach.
As a result, they may need extra support and time to digest any updates or changes in guidance while acquainting themselves with our working practices.
We know that relationships are key to effective behaviour support. Full-time or permanent staff often have more opportunities to build these relationships and learn more about those they support. This enables them to make informed decisions around how best to manage moments of crisis or distress.
For those working in agency or supply roles, building relationships can prove much harder. Relationships can’t be ‘acquired’ or copied, but temporary staff may not have the time or capacity to forge deep bonds, due to the transient nature of their roles.
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