In training workshops this month I've been focusing on people management issues. Given the economic climate, I've emphasised the importance of effective HR procedures to help ensure sustainability. Boosting confidence in managing absence and effectively deploying staff are core topics, as both save money by reducing the need for agency staff.
I've also encouraged a number of clients to take an honest look at their occupancy levels and ask themselves if they are over-staffed and could reduce their wage bills. This is a contentious issue, but an important one to explore.
Since the New Year, I've visited a handful of settings where there seem to be almost as many staff as there are children. Occupancy levels averaged 40-50 per cent but rooms were staffed for 100 per cent. Yes, from a quality perspective this might seem ideal, but with my business hat on, I don't think it bodes well.
In some cases, having high ratios isn't a conscious choice to enhance quality, but due to a low number of new bookings. Many settings hadn't experienced the surge of enquiries they expect at this time of year. They were caught out and slow to respond with a marketing push. I suggested that if they're not making good use of extra key-person time, 'spare' team members might relish taking charge of leaflet drops or a promotional event.
One manager was adamant that 'extra' staff were required as policies outlawed practitioners changing nappies on their own. The nursery was struggling to cope with the financial implications of this. I respectfully challenged it as a heavy-handed approach, having clarified that her team were qualified and experienced and all had CRB clearance. (It later transpired that this policy was a few years old and hadn't been questioned since it was drawn up by the group's trustees.)
To be clear, it's not right to make rash decisions and immediate cut backs - certainly not without expert advice and proper consideration of all factors. Instead, maybe we need more creative staffing models that allow us to respond to fluctuations in occupancy, in both the short and long term.
An example is provided by Immanuel's Day Nursery, in South Croydon. Here no-one is guaranteed full-time hours of work. Instead, practitioners are employed on flexible contracts and sent home when not needed - such as on quieter afternoons or if lots of children are sick.
Initially I was sceptical, but manager Kerry Brown assures me that staff like the arrangement and appreciate it meets the needs of the business. Usually they're happy with the number of hours they get, morale is high and they can boast of zero staff turnover in the last two years. They're striking a good balance, protecting profits without compromising safety.
- Derek Hayes is a senior consultant/trainer for the Childcare Consultancy. For more information e-mail: info@childcareconsult.co.uk