Addressing The Human Service Workforce Shortage - A Guide To Recruitment and Retention Resources

Addressing the Human Services
Workforce Shortage
A Guide to Recruitment and Retention Resources
November 2007
PR V I D E R S’
COUNCIL
for caring communities
The University of Massachusetts Donahue Institute is the pub-
lic service, outreach and economic development unit of the Uni-
versity of Massachusetts President’s Office. Established in 1971,
the Institute strives to connect the Commonwealth with the
resources of the University, bridging theory and innovation with real world public and private sector applications.
The Providers' Council (Massachusetts Council of Human Service Providers) is a statewide

PR VI D E R S’ association of private, community-based, care-giving organizations which provide
C O U N C I L educational, health and human services. The Providers' Council offers high quality
f o r c a r i n g c o m m u n i t i e s public policy advocacy, communications and information, education and training,
research and business partnership services to add value to our members and to help them reach their objectives. As the state's
largest human services trade association, it is widely recognized as the official voice of the private provider industry. The core
values of fairness, respect and dignity for the disenfranchised are the cornerstone to the Council’s history of sustainable
community-based solutions. The Providers’ Council mission, to promote a healthy, productive and diverse human service
industry, is bolstered by these essential values.
This guide is made possible through the generous support of our sponsors:
Vinfen Key Program Seven Hills Foundation
Human Service Justice Resource

Community Resources Institute
Providers Charitable
for Justice
Foundation
Delta
Projects Inc.
Delta Projects Inc.
Community Caring
November 2007
Addressing the Human Services

Workforce Shortage:
A Guide to Recruitment and
Rention Resources
100 Venture Way, 3rd Floor, Hadley, MA 01035

www.donahue.umassp.edu
Christina Citino, Research Manager
Michael Goodman, Ph.D.,
Director Economic and Public Policy Research
Michaella Morzuch, Research Assistant
PR V I D E R S’
COUNCIL
Massachusetts Council of Human Service Providers, Inc.
250 Summer Street, Suite 237, Boston, MA 02210
www.providers.org
617.428.3637
Christine Power, Director of Membership Development
Michael Weekes, President and CEO
ADDRESSING THE TA BL E O F CO N T EN TS
HUMAN SERVICES Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

WORKFORCE SHORTAGE
Section I:
Overview of Key Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Section II: Recruitment and Retention Resources

1. Comprehensive Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
2. Identity and Image . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
3. Fairly Compensate and Value Workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Living and Equitable Wages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Professionalizing the Workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Recognizing Workers’ Efforts and Giving Workers a Voice . . . . . . . . . . . . . . . . . . . . . . . . 8
4. Achievable and Supported Jobs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Accurate Job Descriptions and Reasonable Workloads . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Worker-Centered Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Quality Supervision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Support and Mentoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
5. Expanded Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Flexible Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Education-Related Incentives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Supporting Basic Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
6. Improved Hiring Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Realistic Job Previews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Inside Recruitment, Hiring and Referral Bonuses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
7. Expanding the Universe of Workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
International Recruitment and Immigration Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Targeting Underutilized Populations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
8. Collecting and Monitoring Industry-Specific Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Section III
Human Services Recruitment and Retention Efforts Across the Commonwealth . . . . . 19
Section IV
Providers’ Council Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Copyright©2007 by Massachusetts Council of Human
Service Providers, Inc., all rights reserved.
Introduction
Existing shortages of human services workers across the Approaches and strategies that have been demonstrated effective in
Commonwealth, coupled with demographic shifts and anticipated improving recruitment and retention were discussed for each of the eight
changes in service needs, foretell an incredible challenge for the human areas. However, Help Wanted 2 was not a step-by-step guide to
services industry.This challenge is of primary concern for the Providers’ implementing the suggested strategies. These strategies do provide a
Council and its Workforce Committee, which is charged to “research, framework to customize organizational implementation.
articulate,and implement processes and procedures intended to assist
member organizations in recruiting, developing, and retaining Following the release of Help Wanted 2, Council members immediately
employees.” began to request resources that would assist with implementing the
strategies and approaches presented in the report. In response to
In 2006, the Providers’ Council commissioned the University of
members’ feedback, the Council commissioned the Donahue Institute to
Massachusetts Donahue Institute to provide a comprehensive analysis of
the state of the human services workforce in Massachusetts. Findings from develop a resource guide primarily based on the information presented
Help Wanted: The Future of the Human Services Workforce in Massachusetts in Help Wanted 2.
documented the size and economic impact of the industry, and highlighted The result, Addressing the Human Services Workforce Shortage: A
emerging trends in human services workforce growth. Guide to Recruitment and Retention Resources, catalogs
Having defined the size and impact of the industry, the Providers’ organizations, articles, toolkits, books, and other resources that provide
Council turned its attention to solutions. In its second project with the practical advice and instruction for implementing the strategies
Donahue Institute, the Council produced Help Wanted 2: Recruiting and highlighted in Help Wanted 2. The guide also documents programs that
Retaining the Next Generation of Human Service Workers. This report providers may use to develop their own initiatives. It is important to note
focused on the issues contributing to the human services workforce that this resource guide is in no way comprehensive. Furthermore,
shortage, and documented eight major areas that must be addressed in inclusion in this guide is not meant to suggest that these resources are
confronting human services recruitment and retention: endorsed by the Providers’ Council.
1. Approaches to the workforce shortage must be comprehensive, This guide is meant to serve as a companion to Help Wanted 2 by
concurrently address recruitment and retention, and involve stake
providing human services agencies with references to resource material
holders beyond the human services industry.
uncovered during the literature review. Further, the guide attempts to list
2. The human services industry must establish its own identity resources that provide practical, hands-on advice to implementing
among the helping professions, and an image which fosters the
recruitment and retention strategies. In addition, the guide includes
importance of the industry’s work and workers.
examples of recruitment and retention strategies being implemented by
3. Human services workers must be fairly compensated for their providers across the Commonwealth. These real-life examples were
work and valued for their efforts. presented in a series of Regional Plenary Sessions facilitated by the
4. Goals and standards for human services workers must be achievable Council’s Workforce Committee in September and October, 2007.
and supported.
The Guide to Recruitment and Retention Strategies contains four
5. Workplace benefits must be expanded to support workers and sections:
encourage them to remain in their jobs.
Section I: Overview of Key Resources
6. Hiring practices in human services must be strengthened to
better match workers to jobs. Section II: Recruitment and Retention Resources
7. Human services providers must explore options for expanding Section III: Providers’ Council Initiatives
the universe of workers; including recruiting underutilized workers,
Section IV: Recruitment and Retention Efforts Across the
and advocating for progressive immigration policies which increase
the supply of workers in the Commonwealth. Commonwealth
8. Industry-specific data on workers and workforce indicators must It is the hope of the Providers’ Council that members will find these
be collected in order to better understand the extent of the problem resources and examples useful in developing comprehensive approaches
and evaluate the effectiveness of workforce initiatives. to the difficult workforce challenges facing the human services industry.
Page 1
Section I
Overview of Key Resources
The Overview of Key Resources lists organizations actively involved in human service workforce issues. The Web sites provided below offer across-the-board information related
to the human services workforce, from broad descriptions of workforce initiatives to targeted how-to guides, toolkits and curricula.
American Humanics Human Services Research Institute

http://www.humanics.org http://www.hsri.org/
American Humanics and an alliance of nonprofit and university partners has The Human Services Research Institute (HSRI) assists human service
founded the Initiative for Nonprofit Sector Careers: A National Campaign to organizations in developing support systems for children, adults, and
Recruit, Prepare, and Retain a Skilled and Diverse Next-Generation of Non- families; enhancing the participation of individuals and their families to shape
profit Sector Leadership to focus on nonprofit workforce challenges such as policy and service practices; improving the capacity of systems, organizations,
the recruitment and retention of the next generation of nonprofit leaders, and individuals to cope with the changes in fiscal, administrative, and
succession planning, and a diversified, culturally competent workforce. political realities; and expanding the use of research and evaluation to guide
policy and practice in the fields of developmental disabilities, physical dis-
abilities, mental health, and child welfare.
Annie E. Casey Foundation
http://www.aecf.org
The Casey Foundation initiative was the first national effort created to National Alliance for Direct Support Professionals
address the frontline human services workforce crisis, specifically examining http://www.nadsp.org
the following fields: child welfare, child care, juvenile justice, youth services, The NADSP is a coalition of organizations and individuals committed to
and employment and training. AEC’s Human Services Workforce Initiative strengthening the quality of human services support through the direct
focuses on the need to recruit and retain human services workers who have the support workforce. The group includes representatives from the fields of
necessary training and support to do their jobs. Their 2003 report, The mental health, developmental disabilities, child welfare, education, and many
Unsolved Challenge of System Reform: The Condition of the Frontline Human others in the human services community. The Alliance has developed a
Services Workforce, explores the job conditions on the frontlines for workers national agenda to address workplace conditions that are detrimental to those
in the child welfare, child care, juvenile justice, youth services, and who rely on human services such as staff turnover, inadequate training,
employment and training sectors. In 2005, the Cornerstone Consulting Group limited educational and career growth opportunities, and insufficient wages.
assumed leadership of this initiative from the Casey Foundation, The NADSP Web site includes a library, membership information, and
developing a not-for-profit organization, Cornerstones for Kids, to house and credentialing information.
manage the project. This initiative defines the human services
workforce as the frontline staff in child welfare, juvenile justice, child care,
youth development, and employment services. National Clearinghouse on the
Direct Care Workforce
http://www.directcareclearinghouse.org/index.jsp
Cornerstones for Kids
http://www.cornerstones4kids.org/ The National Clearinghouse on the Direct Care Workforce is a national online
library for people seeking assistance and innovative practices that will
Formed in 2005 to house and manage the Annie E. Casey Human Services
alleviate the direct care workforce crisis in long-term care. A project of the
Workforce Initiative (HSWI), the mission of Cornerstones for Kids (C4K) is to
Paraprofessional Healthcare Institute (PHI), the Clearinghouse provides a range
improve the lives and circumstances of vulnerable children. Under the Annie
of information for people working to improve direct care jobs. The Web site
E. Casey Foundation leadership, HSWI continues to define the “human
includes links to their library, best practices, state activities, news and events,
services workforce” as the frontline staff in child welfare, juvenile justice, child
and a direct care worker information center, as well as listings of direct care
care, youth development, and employment services. The C4K website provides
worker resources and associations.
links to resources, reports, and publications, as well as access to a listserv that
updates members about reports, issue briefs, analyses, and other products
produced by C4K, its partners, and grantees.
Page 2 Addressing the Human Services Workforce Shortage: A Guide to Recruitment and Retention Resources
employment and training, workforce development, unemployment insurance,
food stamps, housing, and services integration.
Paraprofessional Healthcare Institute The National Association of Social Workers
http://www.paraprofessional.org
https://www.socialworkers.org
The Paraprofessional Healthcare Institute (PHI) designs and implements
innovations in provider practice; builds multi-stakeholder coalitions to The National Association of Social Workers (NASW) is a membership
support public policies responsive to the needs of workers, consumers, and organization of professional social workers. NASW maintains professional
long-term care providers; and collects, analyzes, and disseminates standards and advances sensible social policies. Their website includes links
information and resources related to the direct care workforce. The to resources, publications, professional development, and employment
publications link provides a list of resources and reports on opportunities. The Credentialing Center establishes and promotes a variety of
advocacy, state-based initiatives, teaching tools, and recruitment and retention credentials, specialty, and continuing education programs.
strategies such as training and education, peer mentoring, supervision,
workplace culture, caregiving practices, and wages and benefits.
The National Direct Service Workforce (DSW)
Providers’ Council Resource Center
http://www.providers.org http://www.dswresourcecenter.org
The Providers' Council (Massachusetts Council of Human Service Providers) is The National Direct Service Workforce (DSW) Resource Center supports efforts
a statewide association of private, community-based, care-giving to improve recruitment and retention of direct service workers. Funded and
organizations which provide educational, health and human services. The supported by the Centers for Medicare and Medicaid Services (CMS) under the
Providers' Council offers high quality public policy advocacy, communications U.S. Department for Health and Human Services, the resource center provides
and information, education and training, research and business partnership state Medicaid agencies, researchers, policymakers, employers, consumers,
services to add value to our members and to help them reach their objectives. direct support professionals, and other state-level government agencies and
As the state's largest human services trade association, it is widely recognized organizations with easy access to information and resources about the direct
as the official voice of the private provider industry. Workforce Development service workforce.
has been a primary focus of the Providers’ Council and the number one
objective of the Five Point Agenda for Human Service Reform since 2002.
The National Training Institute for Frontline
Supervisors and Technical Assistance Project
Quality Mall (NTIFFS)
http://www.qualitymall.org http://rtc.umn.edu/ntiffs
Quality Mall is a Web site that gathers and disseminates information about The National Training Institute for Frontline Supervisors and Technical
improving the quality of life for persons with developmental disabilities. Assistance Project is a Web site for a three-year grant program designed to
Quality Mall’s primary focus is on promising person-centered practices and improve recruitment and retention of direct support professionals who are
innovations. competent and confident in the skills needed to provide quality supports and
services to individuals with developmental and other disabilities across the
country.
The Council on Quality and Leadership
http://www.thecouncil.org
The Research and Training Center
The Council on Quality and Leadership produces an array of publications
specifically designed to enrich the skills of workers who provide services for on Community Living
people with disabilities or mental illness. http://rtc.umn.edu
The Research and Training Center on Community Living provides research,
evaluation, training, and technical assistance to support persons with
The Lewin Group developmental disabilities in living full, productive, integrated lives in their
http://www.lewin.com communities. The publications link provides an extensive list of resources and
The Lewin Group conducts policy research and evaluation and provides reports on direct care staff recruitment and retention strategies.
technical assistance to federal, state, and foundation clients in a broad range
of human services areas, including welfare reform, child support enforcement,
Page 3
Section II
Recruitment and Retention Resources
The resources presented in this section are organized by the eight approaches outlined in Help Wanted 2. For the most part, this information is based upon resource material
uncovered during the literature review for Help Wanted 2, and includes resources that provide practical, hands-on advice to implementing recruitment and retention strategies.
1. Comprehensive Approaches
Approaches to the workforce shortage must be comprehensive, concurrently address recruitment and retention, and involve stakeholders beyond the human services industry.
Developing a Site Plan: Staff Recruitment and Staff Recruitment, Retention, and
Intervention Retention Strategies Training Strategies for Community
Research and Training Center on Community Living Services Organizations
http://rtc.umn.edu/docs/agencyplanhintsandsampleplan.pdf
Larson, S.A., & Hewitt, A.S. (2005)
This worksheet will assist an organization in defining specific workforce
challenges and selecting an intervention strategy that best matches its needs. Paul H. Brookes Publishing
The document also includes an example of an agency site plan to use as a http://rtc.umn.edu/docs/brooksflier.pdf
guide in developing a customized agency plan. A practical guidebook for community human services organizations, this pub-
lication examines the challenges of recruitment, retention, and training fac-
ing supervisors, managers, and administrators. This handbook addresses issues
Finding and Keeping a Direct Care Staff
such as recruiting and hiring employees, socializing and supporting staff,
Paraprofessional Healthcare Institute
strengthening commitment and skills through mentoring programs, building
http://www.paraprofessional.org/publications/findkeep.pdf
effective teams, fostering diversity and cultural competence, and designing
This guide provides recruitment strategies to address workforce shortages for and supporting organizational change. The book additionally includes a list
direct care staff, as well as a resource guide to human service and government
of specific competencies for supervisors and managers, agency plan designs
agencies that can provide support to both employers and employees.
and evaluation strategies, and case study examples, worksheets, and guide-
lines to successfully address issues relating to recruitment and retention.
Quality Support 2005: An Agenda to Strengthen
the Developmental Disabilities Direct Support
Workforce Issues in the Nonprofit Sector:
Professional Workforce in Illinois
Illinois Direct Support Professional Workforce Initiative Generational Leadership Change and Diversity
Illinois Council on Developmental Disabilities American Humanics
Research and Training Center on Community Living http://www.humanics.org/atf/cf/{E02C99B2-B9B8-4887-9A15-
http://rtc.umn.edu/misc/pubcount.asp?publicationid=121 C9E973FD5616}/American%20Humanics%20Workforce%20Literature%20Re-
This Web site provides information about a three-year workforce systems view%20and%20Bibliography%204-26-06.pdf
change initiative funded by the Illinois Council on Developmental Disabilities Workforce Issues in the Nonprofit Sector: Generational Leadership Change and
(ICDD). The initiative was designed to improve recruitment and retention of Diversity is a bibliography and literature review of research on workforce di-
direct support professionals who are competent in the skills needed to provide versity and inclusiveness, workforce pipeline, leadership development, volun-
quality supports to individuals with developmental disabilities in Illinois.
teer management, and workforce trends and needs. The Initiative has
additionally organized a broad coalition of nonprofit organizations, academic
Removing the Revolving Door: Strategies to centers, foundations, and associations to work towards connecting skilled and
diverse young people to nonprofit careers and helping organizations recruit
Address Recruitment and Retention Challenges and retain workers while preparing for succession planning. The Initiative’s
Research and Training Center on Community Living three standing program committees are currently focused on obstacles to re-
Learner Guide: http://rtc.umn.edu/docs/rrd_lrnguide.pdf
Program Coordinator and Facilitator Guide: http://rtc.umn.edu/docs/rrd_facguide.pdf
cruitment and retention faced by people of color in the nonprofit sector, stu-
dent debt as a barrier to pursuing careers in the nonprofit sector, and a national
Removing the Revolving Door is a curriculum targeting frontline supervisors and
campaign to promote nonprofit sector careers.
managers regarding effective recruitment, retention, and training
strategies to maintain a stable and competent direct support professional workforce.
2. Identity and Image
The human services industry must establish its own identity among the helping professions which promotes the importance of the industry’s work and workers.
Brand HR: Why and How to Market Your Image Room for notes:
Caudron, S. (1999, November) • Workforce, 78, 30-33
http://www.workforce.com
This article guides the development of a marketing plan: identifying the needs
and perceptions of current employees and potential new hires, crafting an
organizational identity, creating or updating an organization’s mission and
vision statements, identifying and removing barriers to attracting high-
quality recruits, packaging an organization’s image, spreading the word to
potential employees, enhancing the organization’s visibility, and monitoring
and updating the marketing plan.
Direct Support Professional Recruitment Toolkit

Research and Training Center on Community Living
http://rtc.umn.edu/ntiffs/docs/toolkit.pdf
The Direct Support Professional Recruitment Toolkit arms individuals,
families, consortiums, and organizations with the marketing tools they need
to attract and recruit quality staff into direct support roles. Because
traditional sources for employee recruitment — such as newspaper ads,
brochures, and flyers — may not attract the employees an agency needs, the
toolkit uses target marketing to attract quality staff, along with agency
customization to reflect an organization’s mission, vision, and values. The
purpose of the toolkit is to change the recruitment approach to a dynamic
and targeted recruitment campaign for human service agencies. Three
versions of the toolkit are available, ranging in price from $25 to $225.
Effective Recruiting Strategies:

Taking a Marketing Approach
Brounstein, M., & Visconti, R. (1992) • Crisp Publications
This workbook provides practical information and exercises de-
signed to assist those who are new to the task of recruitment or who want
to improve their success.
The Two Penny Project

Providers’ Council
http://www.providers.org
The Two Penny Project is an initiative to strengthen public awareness,
appreciation, and support for human services in Massachusetts. Funded by
the Boston Foundation, the initiative focuses on building a sustainable
network of stakeholders to deliver research-based messages on the value of
publicly funded human services.
Page 5
3. Fairly Compensate and Value Workers
Human services workers must be fairly compensated for their work and valued for their efforts.
Livable and Equitable Wages College of Direct Support: An Internet-based

Paying for Quality Care: College for Direct Support Professionals
http://info.collegeofdirectsupport.com/go/about/NADSP/
State and Local Strategies for Improving Wages
The College of Direct Support (CDS) is a computer-assisted, competency-based,
and Benefits for Personal Care Assistants interactive multimedia training curriculum that is designed to train direct
Seavey, D. & Salter, V. (2006, October) AARP Public Policy Institute support professionals in community settings. Each course in the CDS is
http://www.aarp.org/research/longtermcare/quality/2006_18_care.html nationally validated and is constructed to allow states and organizations to
This report examines state and local initiatives to improve wages and benefits for customize curriculum content to reflect state and organizational policies.
direct care workers delivering Medicaid personal care services. The authors
outline seven strategies—wage pass-through legislation, rate enhancements
linked to provider performance goals, updated reimbursement rates, litigation Community Health Education Center (CHEC)
against state Medicaid agencies, collective bargaining, living wage ordinances http://www.bphc.org/programs/program.asp?b=7&p=201
and minimum wage improvements, and health insurance initiatives —
The Community Health Education Center supports frontline health workers by
discussing the advantages and disadvantages of each.
providing program approaches to conducting outreach and health education,
Professionalizing the Workforce expanding Community Health Workers (CHWs) knowledge to better serve
community constituencies, and providing networking opportunities with
Certificate in Community Human other CHWs.
Service Management Program
Providers’ Council, Suffolk University & Clark University
http://www.providers.org Community Health Worker Initiative of Boston
http://www.chwinitiative.org
The Council has partnered with Suffolk University and Clark University to
provide a one-year integrated learning and working experience program The Community Health Worker Initiative of Boston provides services to
covering topics such as nonprofit management, human resources, nonprofit legal Community Health Workers (CHWs) and their employers to create career
issues, financial management, entrepreneurial nonprofits, program pathways and build a skilled workforce. Services include career coaching
evaluation, and development and fundraising. The program is tailored to be (assistance developing a career plan, referrals to training and adult education
affordable and cover specific skill sets required by community-based health and classes, and help applying to college and accessing financial aid), expanded
human provider agencies. This graduate level program provides a educational and training opportunities (CHW certificate program and
management certificate for mid-career, community-based health and human Community Health concentrations at community colleges), and opportunities
services employees. It offers career growth for those working in the industry and to affect CHW policies.
creates a network of support.
Certificate in Nonprofit Administration Community Residential Core Competencies:

and Finance Program Necessary Competencies for Direct Support Staff
Providers’ Council and Suffolk University Working in Community Residential Services for
http://www.providers.org People with Developmental Disabilities
This one-year graduate level program is designed for mid-career employees in Hewitt, A. (1998)
administration and finance positions in nonprofit organizations. It offers career Research and Training Center on Community Living
growth opportunities, adds professional recognition to these positions, and http://www.rtc.umn.edu/pdf/analysis.pdf
creates a support network of colleagues. Participants include project
This document analyzes the role of direct support professionals who work in
managers, office managers, executive directors, program managers, and staff
small community residential services supporting people with developmental
accountants. The program provides training in accounting and finance,
disabilities.
management information systems, grants and contracts management,
operations management, human resources, and strategic management.
Professionalizing the Workforce NADSP Credentialing
Community Support Skill Standards: Tools for National Alliance for Direct Support Professionals
Managing Change and Achieving Outcomes http://www.nadsp.org/credentialing/
Taylor, M., Bradley, V., & Warren, R., Jr. (1996) The National Alliance for Direct Support Professionals (NADSP) offers a cre-
Human Services Research Institute dentialing program for direct support professionals working in community
http://www.hsri.org/ human services. The purpose of this program is to provide national recognition
The Community Support Skill Standards (CSSS) is a job analysis of the roles for the contributions and competence of direct support professionals who
and competencies of direct service workers in community human services apply for and meet the credentialing standards. The guidebook includes ap-
organizations. The CSSS is the result of a Department of Labor initiative of the plication forms for all levels of credentialing.
mid-1990s to develop skill standards in emerging fields with high numbers of
entry level positions. The community human services industry was among
those targeted for this initiative.
Providers’ eAcademy®
Human Services Credentialing Program http://www.providers.org
http://www.providers.org Providers’ eAcademy® is an online learning management system for profes-
sional development in human services. With more than 10,000 users, the eA-
The Human Services Credentialing Program creates standards for those
cademy® has credentialed over 1,500 Direct Support Professionals. The
entering the human services workforce, helps workers develop a career path,
and provides them with a professional skill set. Launched in 2005, the first credential creates standards for those entering the human services workforce,
credential was designed for those working in Developmental Disabilities / helps workers develop a career path, and provides them with a professional
Mental Retardation (DD/MR). To date, over 1,500 Direct Support Professionals skill set.
have earned the DD/MR credential. New credentials in Child Welfare, Mental
Health, Public Health, Substance Abuse & Addiction, Leadership & Frontline
Supervision, and Level 2 credentials for DD/MR and Child Welfare have just The Minnesota Frontline Supervisor
been released. All Human Services Credentials are earned through Providers'
eAcademy®, the online learning management system of the Providers’ Council. Competencies and Performance Indicators:
A Tool for Agencies Providing
Outreach Worker Training Institute (OWTI) Community Services
Massachusetts Area Health Education Center (AHEC) Network Hewitt, A., Larson, S.A., O’Nell, S., Sauer, J., & Sedlezky L. (1998)
http://www.cmahec.org/owti.html
The Outreach Worker Training Institute (OWTI) provides professional
http://www.rtc.umn.edu/pdf/flsupcom.pdf
development opportunities for community health workers and their
supervisors through a 45-hour community health worker certificate course This publication contains the results of a comprehensive job analysis for com-
and an 18-hour supervisor certificate course. The courses, which can be taken munity frontline supervisors, describing the characteristics of a community
for college credit, cost $150 paid by the employee’s agency. The OWTI is an support organization; the mission, vision, and values that underlie the com-
initiative of the Massachusetts Area Health Education Center Network, a petencies; and the 14 broad frontline supervisor competency areas, compe-
statewide system of six regional offices working in collaboration with the tency statements within these areas, and performance indicators for each of
Office of Medical Education at the Boston University School of Medicine and
the competency statements.
a network office at UMass Medical School to increase access to quality health
care through the development of community-academic educational partnerships.
Room for notes:
Page 7
Recognizing Workers’ Efforts and Giving Workers a Voice
1001 Ways to Reward Employees Employee Recognition Programs
Nelson, B. (1994) • Workman Publishing Angliss, C. (2007, March)
www.workman.com Office Pro, 67(2), 20-23
This book provides advice to supervisors or managers who want to recognize http://www.iaap-hq.org/officepro/toc.htm
their employees but are unsure where to begin. This book lists many low or Employee Recognition Programs offers advice that organizations should
no-cost strategies, offers examples and stories about recognizing staff for consider when establishing an employee recognition program. This article
doing a good job, and addresses topics such as informal rewards, awards for outlines how to begin a recognition program and establish an organization’s
specific achievements and activities, and formal awards. budget and rewards, how to determine the ways in which employees can earn
rewards, informing employees of the recognition program, presenting rewards,
and maintaining momentum for the recognition program.
Are You Using Recognition Effectively?
Bielaszka-DuVernay, C. (2007, May)
Harvard Management Update, 12(5), 2-4 Love ’Em or Lose ’Em:
http://harvardbusinessonline.hbsp.harvard.edu/b02/en/newsletters/news-hmu_home.jhtml
Getting Good People to Stay
This article discusses the importance of employee recognition in the Kaye, B.L.., & Jordan-Evans, S. (1999)
workplace and summarizes employee recognition approaches that strengthen
Berrett-Koehler Publishers
a workplace and yield positive results. The article maintains that effective
http://www.bkconnection.com/
recognition is frequently delivered, reflects organizational values, is
appropriate to the achievement, and is tailored to the individual. This book offers advice for supervisors and managers about how to support
and recognize employees. Chapters include information on knowing what
employees want and helping employees find growth and challenge within
Compliment Your Staff with Non-monetary Rewards the organization.
Cohen, S. (2006, December) • Nursing Management, 37(12), 10-14
www.nursingmanagement.com
Rewards for the Ages
Although this article is specifically geared to medical staff, it offers a variety
Workforce Management, 85(24), 30-30. (2006, December)
of employee recognition tips to assist an organization with developing and
http://www.workforce.com/section/04/
implementing a recognition program. Recognition strategies include
delivering rewards in a timely fashion, considering the individual employee’s Rewards for the Ages outlines an assortment of issues relating to the effect of
personality, and ensuring that the reward is deserved. the generation gap on employee recognition, rewards, and incentive programs.
Room for notes:
4. Achievable and Supported Jobs
Goals and standards for human services workers must be achievable and supported.
Accurate Job Descriptions Worker-Centered Orientation

and Reasonable Workloads Getting to Know You
Staff Job Descriptions Hutchins, J.(2000, November) • Workforce, 79(11), 45-48 • www.workforce.com
University of Pittsburgh, Human Resources This article deals with effective orientation programs and discusses steps to
http://www.hr.pitt.edu/comp/jobd.htm effective programs, including making the person feel welcome, developing
positive perceptions about the employer, confirming the job decision,
This brief document outlines what should be included in a job description, as
reducing training time, and putting new workers at ease.
well as suggestions and tips for writing a job description.
How Not to Lose Employees in the First 90 Days

The Guaranteed Hours Program: Mulling, E. (1999, May) • Atlanta Business Chronicle
http://atlanta.bizjournals.com/atlanta/stories/1999/05/31/smallb5.html
Ensuring Stable, Full-Time,
This article discusses key components of a new employee training program to im-
Direct-Care Employment prove retention rates. Orientation elements include beginning
Paraprofessional Healthcare Institute orientation before the work begins, clarifying work responsibilities and
http://www.paraprofessional.org/Sections/documents/WorkforceStrategiesNo4.pdf procedures for reporting relationships, keeping current employees informed, in-
This Workforce Strategies document describes a “guaranteed hours program” stituting a probation period, and implementing 30-day check-ups.
such as the one developed and implemented by Cooperative Home Care
Associates (CHCA), a New York City home care staffing agency. This program New Employee Orientation Programs
provides eligible employees with 30 guaranteed scheduled work hours if Wanous, J.P. & Reichers, A.E. (2000)
employees meet certain requirements, such as a commitment to accept all Human Resource Management Review, 10(4), 435-451
assignments and to be on call every other weekend. http://www.elsevier.com/wps/find/journaldescription.cws_home/620229/description#description
This article defines new employee orientation and the ways in which it differs
from training and realistic job previews, as well as the principles behind
Train Managers to Write realistic orientation programs (ROPES). This article discusses the theory
underlying employee orientation strategies.
Winning Job Descriptions
Kennedy, W. R. (1987, April)
Training and Development Journal. 41(4), pp. 62-64
New Employee Orientation:
http://www.accessmylibrary.com/coms2/browse_JJ_T198 Bringing People on Board Successfully
This article discusses the value of training managers and supervisors to write Cadwell, C.M. (1988) • Crisp Publications
accurate job descriptions. The article additionally covers the benefits gained http://www.axzopress.com/181/621/0-931961-46-7.aspx
by both the employer and employee from developing accurate job descrip-
Part of the Crisp 50 Minute Series, this 80-page book for managers and
tions. supervisors provides checklists and exercises to assist with creating a
motivating climate for new employees. The book is targeted to readers who
want to learn how to develop and implement a customized orientation plan
Writing Accurate Job Descriptions for their organization’s new hires (both salaried and hourly).
The National Federation of Independent Businesses
http://www.nfib.com/object/3733343.html Organizational Entry: Recruitment,Selection,Orientation
Accurate, specific job descriptions help agencies avoid misunderstandings and and Socialization of Newcomers (2nd edition)
communicate expectations with new employees. This short document includes
Wanous, J.P. (1992) • Addison Wesley • http://www.aw-bc.com/
an example of an accurate job description.
This academic text reviews research and describes best practices in recruit-
ment, selection, orientation, and socialization. ROPES (Realistic Orientation
Programs for New Employee Stress), a research-based employee orientation,
is intended to mitigate stress among new employees and enhance retention.
Page 9
Worker-Centered Orientation Creating a Culture of Retention: A Coaching
Stopping the Revolving Door Approach to Paraprofessional Supervision
Leibowitz, Z.B., Schlossberg, N.K., & Shore, J.E. (1991, February) Paraprofessional Healthcare Institute (2005)
Training & Development Journal, 45(2), 43-50 http://www.paraprofessional.org/publications/PHICoaching.pdf
http://www.accessmylibrary.com/coms2/browse_JJ_T198 This document is an introduction to coaching supervision and provides
Stopping the Revolving Door examines the importance of employee information on how coaching differs from traditional supervisory practice, the
orientation as a retention strategy. This article features discussion of three skills needed to become an effective coach, and the organizational structures
different orientation models from several different work environments, as well that make coaching effective.
as an easy-to-read chart of program features and activities that fit best with
various organizational and new employee needs. Frontline Supervisor Self-Assessment
Quality Supervision http://rtc.umn.edu/docs/selffls.pdf
This assessment tool is designed to help frontline supervisors identify their
Certificate in Supervision Series current level of skill in the Minnesota Frontline Supervisor Competencies and
Providers’ Council Performance Indicators, and to serve as a basis for a self-development plan.
This training series is geared to new supervisors or those with no prior Leadership and Frontline Supervision Credential
supervisory skills training. It includes six trainings, each three and a half hours Massachusetts Council of Human Service Providers
long, that must be completed in order to receive a Certificate in Supervision. http://www.providers.org
The supervisor trainings cover topics such as Communication and Leadership,
Performance Management, Conflict Management, Team Building, Situational Through Providers’ eAcademy®, the Council has launched a Human Services
Leadership, and Group Planning and Decision Making. Credential in Leadership & Frontline Supervision. The credential was the third
released by the online learning management system, following credentials in
Developmental Disabilities/Mental Retardation and Child Welfare. It is
intended to provide employees at human service organizations with
College of Frontline Supervision and Management management and supervision training.
http://info.collegeofdirectsupport.com/go/curriculum/frontline_supervision_management/
The College of Frontline Supervision (CFS) is an Internet-based multimedia
training resource focusing on the topics of how to recruit, train, and retain
Motivating Human Service Staff:
high-quality direct support professionals. Supervisory Strategies for Maximizing
Work Effort and Work Enjoyment
Reid,D.H.,& Parsons,M.B.(1995) • Habilitative Management Consultants
Coaching Supervision: Introductory Skills for Available by calling (828) 432-0030
Supervisors in Home and Residential Care This book provides information on motivating employees and creating an
Paraprofessional Healthcare Institute enjoyable work environment, including chapters such as “Introduction to
http://www.paraprofessional.org/publications/coaching_supervision/ Motivation,” “Enhancing Diligent and Competent Work Performance,” and
Introduction_Coaching.pdf
“Enhancing the Work Environment.”
This curriculum provides direct care supervisors with the necessary skills to
assist employees in solving problems while also improving work performance.
The seven modules are designed to be taught over the course of two days and Stepping Up to Supervisor (Revised edition)
introduce supervisors to four key skills: Active Listening, Self-Management, Haynes, M.E. (1991). • Menlo Park, CA: Crisp Learning
Self-Awareness, and Presenting the Problem. The curriculum includes learning http://216.191.175.70/crisp
objectives, activities, questions for discussion, and all necessary handouts. This
This book covers topics such as how to be personally effective (communication
publication is available free of charge online or can be ordered as a hardcopy
for understanding, managing time, dealing with conflict), working with
for $95.
individuals (providing feedback, evaluating performance, handling discipline),
and working with groups (using talent in your group, conducting work-group
meetings, building an effective team).
Quality Supervision serve as a basis for a self-development plan.
Supervising New Employees Roundtable Series

Shea, G.F. (1982, January) Providers’ Council
Training and Development Journal, 36(1), 50-56 http://www.providers.org
http://www.accessmylibrary.com/coms2/browse_JJ_T198 The Council’s Roundtable Series offers opportunities for member agency
Supervising New Employees offers guidelines on training supervisors to employees to network with their colleagues and peers. Human Resources
manage new employees effectively. The article identifies qualities an employees and Finance employees meet on a regular basis throughout the
effective supervisor should have, as well as specific questions a supervisor year to discuss hot topics and share their successes and challenges related to
must ask him- or herself before the arrival of a new employee. The article their work. Meetings are free, and they provide a sharing and supportive forum
additionally discusses the development of an orientation workbook and its for employees to speak with and learn from colleagues in the human services
benefits both to the supervisor and to the new hire. sector.
The New Supervisor: A Guide for the Peer Mentoring: A Workshop Series
Newly Promoted (3rd ed.) for Direct Care Workers in
Chapman, E.N. (1992) • Crisp Learning Home and Residential Care
http://216.191.175.70/crisp
This book introduces supervision to people who are beginning or considering http://www.paraprofessional.org/Sections/resources.htm#PMinfo
their first supervisory position. Designed to be read in 50 minutes, it provides
PHI's Peer Mentoring curriculum focuses on three skill areas: leadership,
checklists, a quiz, and information about disciplinary skills, delegation,
communication, and problem-solving. Eight three-hour modules prepare
coaching, and counseling.
mentors to model good caregiving skills, model effective communication and
problem-solving skills, help the mentor develop problem-solving skills, help
Training Needs Assessment mentees build confidence in their abilities and provide constructive feedback,
give mentees constructive feedback, and provide mentees with current
information about job responsibilities and the workplace. The curriculum is
http://rtc.umn.edu/docs/trainingneedsfls.pdf
highly interactive and learner-focused, using case studies and role playing to
This survey lists each of the competency areas and specific skills from the Min- build skills. The facilitator's guide includes module goals, learning outcomes,
nesota Frontline Supervisor Competencies and Performance Indicators and step-by-step activity guides, and handouts. The eight modules are available
asks frontline supervisors to prioritize their training needs. free of charge online or can be ordered as hardcopies for $95.
Support and Mentoring

The Peer Empowerment Program (PEP):
Coaching and Mentoring for Dummies A Complete Toolkit for Planning
Brounstein, M. (2000) • IDG Books Worldwide and Implementing Mentoring Programs
http://www.dummies.com
within Community-based Human
This reference book provides easy-to-read and straightforward information
on mentoring relationships. Service Organizations
Taylor, M., Sauer, J., Hewitt, A., O’Nell, S., & Larson, S. (2001)
Direct Support Professional Learner Guide: http://rtc.umn.edu/docs/pep_lrnguide.pdf
Self-Assessment Facilitator Guide: http://rtc.umn.edu/docs/pep_facguide.pdf
Research and Training Center on Community Living This curriculum is designed to train supervisors and managers to design,
http://rtc.umn.edu/docs/selfdsp.pdf implement, and evaluate peer mentoring programs. The facilitator guide
This assessment tool is designed to help direct support professionals identify contains the materials needed to orient and train mentors and mentees. The
their current level of skill in the Community Support Skills Standards, and to learner guide contains worksheets and handouts for the orientation session
and provides a workbook for mentors who participate in a training workshop.
Page 11
Support and Mentoring
residential version of the Community Supports Skill Standards and asks direct
care workers to prioritize their training needs.
The Role of Training in Improving the
Recruitment and Retention of Direct-Care Training Quality Home Care Workers
Workers in Long-Term Care http://www.paraprofessional.org/publications/PHI_Training_Overview.pdf
This PHI training model is an employer-based educational program intended
http://www.paraprofessional.org/publications/WorkforceTools_No2.pdf
to help agencies develop a stable and competent workforce. The five key com-
This document offers suggestions for implementing effective direct-care ponents of the program include an enhanced three- to five-week curriculum
training programs. that incorporates problem-solving and communication skills into standard
health and clinical training, a learner-centered approach to teaching, peer sup-
Training Needs Assessment port, on-the-job training, and workforce supports.
Direct Care Worker Version
http://rtc.umn.edu/docs/trainingneedsdsp.pdf
This survey lists each of the competency areas and specific skills from the
Room for notes:
5. Expanded Benefits
Workplace benefits must be expanded to support workers and encourage them to remain in their jobs.
Flexible Workplace The Flexible Workplace:

Making Work Flexible: Policy to Practice A Sourcebook of Information and Research
Catalyst (1996) Avery, C. & Zabel, D. (2001) • Quorum Books
http://www.catalyst.org/knowledge/titles/title.php?page=woli_wrkflexpolicy_96 http://www.greenwood.com
Catalyst, an organization dedicated to advancing women in business, This handbook covers the development of flexible work arrangements such
published this guide to advise organizations and managers on how to as flexible work schedules, compressed work weeks, job sharing, job exchanges,
implement and manage flexible work arrangements in corporations and voluntary part-time work, phased retirement, telecommuting, and
professional firms. Although Catalyst is a corporate membership research home-based work. The book includes sections introducing the concept of
organization with the mission of building inclusive environments and flexible work, scheduling options, telecommuting, companies that have
expanding opportunities for women in business, the concept of flexible work successfully implemented flexible work arrangements, and resources for
is not solely a women’s issue or a corporate issue. Using interviews and additional information.
discussions with human resources representatives from 16 corporations and
15 professional firms with nationally recognized experience with workplace Education-Related Initiatives
flexibility, this guide emphasizes the importance of flexibility in the
workplace to employee recruitment and retention. Early Childhood Educators Scholarship Program
Massachusetts Department of Early Education and Care
http://www.mass.gov/EEC
When Work Works: A Project on Workplace http://www.osfa.mass.edu/default.asp?page=ecescholarship
Effectiveness and Workplace Flexibility The Early Childhood Educators Scholarship program was established by the
Families and Work Institute Massachusetts Legislature as an initiative to increase the quality and
http://familiesandwork.org/3w/toolkit/webpage-toolkit.html availability of teachers and care providers who work with young children in
infant/toddler, preschool, and child care programs. Recipients must be enrolled
When Work Works is both a national and community-based initiative from in an associate or bachelor degree program, employed for at least one year in
the Families and Work Institute intended to highlight research findings on the an EEC-licensed or licensed exempt early education and care program in
importance of workforce effectiveness and workplace flexibility. This toolkit Massachusetts, and must continue employment as a Massachusetts early
discusses how workplace flexibility benefits both employers and employees, educator for at least six months for every semester of scholarship aid (up to
and how employers of all types and sizes can implement and expand two years for an associate’s degree and four years for a bachelor’s degree).
workplace flexibility. The following guides are included as links in this toolkit:
http://familiesandwork.org/3w/tips/downloads/supervisors.pdf
Loan Repayment Program
This guide explains the varieties of flexibility in the workplace today and Tufts University
http://enews.tufts.edu/stories/97/2007/10/15/NewProgramEncouragesStudentstoPursueTheirPassion
discusses both the barriers to working flexibly and what supervisors can do to
meet employees’ need for greater flexibility without compromising Beginning in fall 2008, Tufts University will offer loan assistance to graduates
performance and objectives. The guide additionally includes a who pursue careers in public service, government, or the nonprofit sector (prior
Communications Checklist for supervisors and employees to use together in graduates who meet eligibility guidelines and are still repaying loans may
developing a more flexible workplace. also qualify). Considered the first loan assistance program of its kind at the
university level, the program’s intention is to make students aware of career
http://familiesandwork.org/3w/tips/downloads/companies.pdf possibilities unencumbered by the influence of significant educational debt.
Funded by a 2005 endowment gift, Tufts expects to spend approximately
This guide for companies considering flexible work arrangements explains the $500,000 per year on loan assistance to graduates. Eligibility is based on
range of flexible work options available, provides principles of working with employment in the nonprofit sector and documentation of low income and
flexibility for employees and employers, and gives a step-by-step significant debt.
implementation plan for businesses of any size, industry, or location.
Page 13
Education-Related Initiatives Supporting Basic Needs
Providers’ Council & Dean of Simmons Employee Offerings through
College Graduate School of Endorsed Vendor Partnerships
Social Work Leadership Award Providers’ Council
Providers’ Council and Simmons College
Graduate School of Social Work The Providers’ Council has negotiated cost savings to be passed on to member
employees. For example, a partnership with Mass Energy enters eligible
employee names into a monthly raffle to win $100 in home heating oil, and
This scholarship provides a human services employee with the opportunity to employees can purchase products from Staples online using their employer’s
enroll in the Urban Leadership Program at the Simmons College School of discount. TD Banknorth offers employee benefit insurance products such as
Social Work, a graduate degree program leading to an MSW and a Certificate Life/Disability, Vision, and Delta Dental plans.
in Urban Leadership in Clinical Social Work (ULP). The School of Social Work’s
Urban Leadership Program (ULP) was developed in response to the growing Room for notes:
need for clinical social workers to assume leadership roles in urban agencies.
The scholarship covers full tuition for the three-year program, and the
program allows employees to take classes toward their degree during both
days and evenings. Scholarship candidates are required to have worked in
human services for at least two years and must remain with their employer
after receiving their MSW for a minimum of two years.
The Workforce Partnership: Human

Services and Human Resources
CPS Human Resource Services (2006)
Human Services Workforce Initiative, Cornerstones for Kids
http://www.cornerstones4kids.org/images/human_service%26resource_606.pdf
This article addresses education-related incentives as a component of effective
recruitment and retention strategies. It discusses Alabama’s child welfare
system and the ways in which the state has encouraged a human resources
partnership with the child welfare system by working with Alabama
universities to professionalize the workforce through the development of
education incentives, such as stipends and a part-time educational leave program.
Tuition Remission Program for

Private Human Service Providers
The tuition remission program administered by the Providers’ Council allows
Massachusetts human service employees to attend undergraduate classes at
Massachusetts state and community colleges and state universities tuition-
free. The Providers’ Council began the tuition remission program in the fall of
2000, upon approval from the Massachusetts Board of Higher Education, to
help human service employees gain access to educational opportunities to
advance their careers in the field of human services. The Council has approved
more than 13,000 certificates for tuition remission. A bill has been filed that
would expand the tuition remission program to continuing education and
graduate-level courses and allow access for employees’ spouses.
6. Improved Hiring Practices
Hiring practices in human services must be strengthened to better match workers to jobs.
Realistic Job Previews Employees Can Help Recruit New Talent

Direct Support: A Realistic Job Preview Tyler, K. (1996, September)
HRMagazine, 41(9), 57-60
Research and Training Center on Community Living http://www.shrm.org/hrmagazine
http://rtc.umn.edu/docs/RJPvideoflyer.pdf
This article highlights employee referral programs that require less time, effort,
A Realistic Job Preview (RJP) is a recruitment strategy used to give potential
employees detailed and balanced information about job expectations, the and money than recruitment through traditional advertising. This item
employer, and the worksite, so they can make an informed decision about further outlines specific approaches to encourage employee referrals as well
accepting a job offer. This professionally produced 22-minute video illustrates as the use of referral and hiring bonuses.
the real, everyday work of direct support professionals. There are three
purchasing options with varying degrees of customization and cost.
Employee Referrals at a Keystroke
Arnold, J.T. (2006, October)
New Staff Survey HRMagazine, 51(10), 82-88
http://www.shrm.org/hrmagazine
http://rtc.umn.edu/docs/newstaffsurvey.pdf This article discusses the importance of harnessing technology to maximize
This survey assesses the extent to which a new employee's experiences match employee referrals. Automating the employee referral process is considered
his or her expectations. Average scores of less than a four on the five-point cost effective while boosting employee morale to increase retention and
scales identify areas in which better information should be provided during reduce the time from the point of referral to hiring the employee.
the hiring process.
The Headhunter Within
Realistic Job Preview Overview Martinez, M.N. (2001, August)
Research and Training Center on Community Living HRMagazine, 46(8), 48-55
http://rtc.umn.edu/docs/rjp.pdf http://www.shrm.org/hrmagazine
Realistic Job Previews (RJP) are any method an agency or business uses to The Headhunter Within outlines a series of questions that an organization
help prospective employees get a balanced picture of the positive and nega- must ask itself before improving an existing employee referral program or
tive aspects of the work they will be doing and the organizational climate, beginning a new one. This article further discusses tiered referral and hiring
prior to the offer of a position. This overview compares various RJP methods. bonuses, as well as strategies to maintain employee referral programs, such
as publicizing successful hires, using paycheck stuffers and the company
Inside Recruitment, Hiring & Referral Bonuses newsletter or intranet to publicize the program, keeping the rules of the
program simple, maintaining clear records, livening-up job postings, kicking-
Effectiveness of Recruitment and Hiring Bonuses off the employee referral program each year, using frequent giveaways to boost
communication, and using an ad agency to develop high-quality promotional
and advertising materials.
http://rtc.umn.edu/docs/bonus.pdf
This instrument can be used to calculate whether people who received a bonus
were more likely to stay than people who did not receive a bonus. Nursing: A Referral Program
Jakobson, L. (2007, April)
Incentive, 181(4), 36-39
Effect of Recruitment Sources on Retention http://www.incentivemag.com/msg/publications/incentive.jsp
Research and Training Center on Community Living This article describes a referral incentive program at Integris Health in
http://rtc.umn.edu/docs/sourceretention.pdf
Oklahoma City, Oklahoma. The program is credited with hiring 500 nurses and
This instrument can be used to determine which recruitment sources yielded technicians for its hospital centers and institutions. Staff members who find an
the greatest percentage of new hires that stayed in the organization for at employee that Integris hires receive an initial reward and then become
least a year. eligible for quarterly and annual drawings for merchandise.
Page 15
Inside Recruitment, Hiring & Referral Bonuses
Recruitment Source Effectiveness Six Ways to Boost Employee Referral Programs
Research and Training Center on Community Living Bargerstock, A., & Engel, H. (1994, December)
http://rtc.umn.edu/docs/sourceeffectiveness.pdf HRMagazine, 39(12), 72-77
http://www.shrm.org/hrmagazine
This instrument can be used to evaluate the effectiveness of recruitment strate-
gies. Use this form to calculate which recruitment source yielded the highest This article outlines common obstacles to employee participation in employee
referral. Six “best practices” have been determined by the Vanguard Group, Inc.,
percentage of actual hires.
who examined the practices of organizations reporting that 30% or more of
their vacancies were filled through employee referrals. The six best practices
are public recognition of successful referrals, prompt bonus rewards, regular
promotional incentives, converting the program from a passive to a proactive
tool, creative devices to enhance employee participation, and good commu-
nications feedback about referrals.
Room for notes:
7. Expanding the Universe of Workers
Hiring practices in human services must be strengthened to better match workers to jobs.
International Recruitment and Encouraging Retirees to Return to the Workforce

Armstrong-Stassen, M. (2006)
Immigration Policy Human Resource Planning, 29(4), 38-44
Sponsoring International Workers http://www.hrps.org/publications_journal.html
Guide to the H-1B Work Visa for College Educated Professionals This article reports on factors that make retirees consider returning to the
http://www.usimmigrationsupport.org/visa_h1b.html workforce. The findings are the result of a survey of retirees conducted by CARP,
The H-1B Visa application guide assists college educated professionals in Canada’s Association for people over fifty. People noted that respect and
specialty occupations in applying for the H-1B visa. Petitions are submitted recognition are the most crucial requirements of a retirement job. In addition,
by employers based on their need for the non-U.S.-resident employee. this article discusses the human resources benefits that are most appealing to
mature workers.
The Power of Diversity: Older Workers: Some Best Practices and Strategies
Supporting the Immigrant Workforce for Engaging and Retaining Older Workers
Statement of David M. Walker, Comptroller General of the
Learner Guide: http://rtc.umn.edu/docs/iw_lrnguide.pdf
Facilitator Guide: http://rtc.umn.edu/docs/iw_facguide.pdf United States (2007, February)
GAO-07-433T
The Power of Diversity: Supporting the Immigrant Workforce is a curriculum to http://www.gao.gov/new.items/d07433t.pdf
assist supervisors and other agency staff to find, support, and retain
immigrant workers. The materials include a Facilitator Guide and a Learner Despite the benefits of mature employees staying in the workforce, barriers
Guide. exist both for older workers seeking employment and for the employers who
want to recruit them. This article addresses the obstacles as well as best
practices in recruiting this population.
Targeting Underutilized Populations
Building an Internship Program Responding to the Challenge of a Changing
Workforce: Recruiting Nontraditional
Worth, W.E., & North, A. B. (1995)
American Society for Training and Development Demographic Groups
http://store.astd.org/dept_browse.asp?deptid=4&p1=&p2=&sort=&current Doverspike, D., Taylor, M.A., Shultz, K.S., & McKay, P.F. (2000)
page=2 Public Personnel Management, 29, 445-457
http://www.ipma-hr.org/content.cfm?pageid=87
This publication provides an overview of the process of designing an internship
program and will help an agency determine if they can benefit from such a This article describes demographic challenges for recruitment and strategies
program. It describes selection techniques, orientation and training to target specific subgroups of the population to address shortages of
guidelines, supervision strategies, and evaluation strategies. Internship qualified applicants. This article additionally covers strategies for recruitment
programs can serve as a valuable pipeline into the industry, introducing young, of older baby boomers, Generation X-ers, and members of racial and ethnic
talented workers to human services work. minority groups.
Room for notes:
Page 17
8. Collecting and Monitoring Industry-Specific Data
Industry-specific data on workers and workforce indicators must be collected in order to better
understand the extent of the problem and evaluate the effectiveness of workforce initiatives.
Assessing Retention Outcomes Market Analysis Survey
Research and Training Center on Community Living Research and Training Center on Community Living
http://rtc.umn.edu/docs/retention.pdf http://rtc.umn.edu/docs/marketanalysis.pdf
This document and form is organized to help agencies determine their turnover This survey examines demographic and work characteristics of employees in
and vacancy rates, choose strategies for retention, identify reasons the agency an organization, county, or state. It was developed for use in the Ohio PATHS
experiences turnover, and provide a benchmark for how well current (Professional Achievement through Training & Education in Human Services)
interventions are working. Program, a credentialing pathway demonstration project that designed and
tested the specifications of a direct support professional voluntary
credentialing and training program to improve recruitment and retention
Checklist of Effective Recruitment Strategies outcomes.
http://rtc.umn.edu/docs/recruitmentchecklist.pdf
Self-Satisfaction Survey
This instrument can be used to assess how many creative strategies the agency
is currently using, the extent to which those strategies are working, and Research and Training Center on Community Living
http://rtc.umn.edu/docs/staffsatisfaction.pdf
whether the organization would like to start using another strategy in the
future. The first part of this survey is a general satisfaction survey for staff. Items on
which fewer than 80% of the respondents say the organization is good or
excellent are areas where changes may be needed. The second part of the
Cost per Hire Worksheet survey solicits opinions about the best aspect of the organization, what it can
Research and Training Center on Community Living do differently to help people in their jobs, factors that make people want to
http://rtc.umn.edu/docs/costperhire.pdf leave, and factors that make employees want to stay. The response choices
were developed based on open-ended responses to these questions from
This worksheet assists agencies in estimating the real cost of hiring new several hundred direct support professionals in several studies.
employees.
Training Experiences and Satisfaction Survey

Exit Survey Research and Training Center on Community Living
Research and Training Center on Community Living http://rtc.umn.edu/docs/trainingsurvey.pdf
http://rtc.umn.edu/docs/exitsurvey.pdf
This survey focuses specifically on satisfaction with training.
This survey is an adaptation of the staff satisfaction survey, and is specifically
designed to learn the opinions of staff who are leaving. Because the questions
are parallel, scores can be compared to those for continuing staff. Workforce Status and Outcomes Assessment
http://rtc.umn.edu/docs/StatusAndOutcomes.pdf
Exit Interviews Are Good Tools for Gathering
This instrument helps to determine the agency’s success in recruitment and
Long-term Insight retention efforts.
Mulling, E. (1998, May) • San Antonio Business Journal
http://sanantonio.bizjournals.com/sanantonio/stories/1998/05/04/smallb4.html
This article discusses exit interviews as a way to obtain information regarding
the positive and negative aspects of working for the organization. The article
suggests how to structure the interview and what to do with the information
gathered.
Section III
Human Services Recruitment and Retention
Efforts across the Commonwealth
In June 2007, the Providers’ Council and the UMass Donahue Institute launched a Web-based survey of members across the Commonwealth to document human services work-
force recruitment and retention strategies. Ninety providers responded to the survey. Of these, 68% indicated that recruitment and retention were part of their organization’s
strategic plan; 31% reported having a comprehensive approach to recruitment and retention; and 30% have an internal committee addressing recruitment and retention.
Providers responding to the survey were asked to describe their comprehensive approaches, effective strategies, and means of measuring the effectiveness of their strategies. Re-
sponses to these questions were used to identify providers implementing “best practice” approaches. Once identified, these providers were invited to participate in Plenary Ses-
sions sponsored by the Providers’ Council on Recruitment and Retention Efforts across the Commonwealth. The summaries below are synopses of the providers’ initiatives. The
summaries are based on information given to the Providers’ Council during the planning of the plenary sessions, and in some cases, the summaries include supplemental infor-
mation gathered during presentations made at one or both of the plenary sessions.
Associated Early Care and Education, Inc. time, and in-house marketing materials.
Improved Hiring Practices As Associated Early Care and Education looks to the future, critical work-
http://www.associatedearlycareandeducation.org/ force issues include developing strategies to address paying for the new ed-
ucational requirements of the field, and managing the cost of health benefits.
Faced with high turnover rates and concern over the inconsistent perform-
ance review process, Associated Early Care and Education, Inc. developed a com-
prehensive approach to overhaul existing hiring practices.The agency’s strategy The mission of Associate Early Care and Education is to lead through experi-
involves understanding customers’ needs, identifying core competencies required ence, as educators and advocates, in urban early education of children from
to perform the work, and understanding the competition. birth, in partnership with their families and communities. The agency’s 165
employees serve the working families of greater Boston.
Before an open position is posted, Human Resources collaborates with
program staff to conduct a thorough review of the position, job description,
work to be performed, and required competencies and education. In addition,
Human Resources conducts wage and benefit surveys throughout the year to
Choice Community Supports Inc.
assess the agency’s competitiveness within the market. The purpose of this Marketing the Mission
preliminary work is to ensure that Human Resources targets the right pool of At Choice Community Supports Inc. (Choice) the agency mission is more
candidates, as well as to ensure “buy in” from the department and supervisor. than a statement; it is a means of communicating the real life, day-to-day
work of the organization. Choice considers its mission statement a critical el-
Once hired, new workers participate in a Comprehensive New Hire Orien- ement to the effective delivery of support services, rather than a broad state-
tation. In addition to having senior managers participate in orientation, all ment about organizational goals. Thus, Choice uses its mission to provide
newly hired teaching staff are paired with mentors as a way to provide new potential hires with realistic information about the available position.
hires with support and guidance.
Choice’s focus on its mission during the hiring process is intended to gen-
Associated Early Care and Education relies heavily on data to implement, erate buy-in among potential hires starting with the interview. The interview
assess, and refine their hiring practices. In addition to tracking the turnover provides a set of clearly articulated expectations, and potential hires are in-
rate and reviewing detailed monthly recruitment reports, the agency also con- terviewed by and have the opportunity to interview both staff and clients. By
ducts continual follow-up with new hires during their probationary period to marketing its mission and providing job applicants with realistic information
assess their satisfaction, and collects detailed information about why workers about the organization, staff, clients, and work expectations, Choice is clarify-
choose to leave the organization. Ongoing data analysis of the process and re- ing the nature of the work, helping applicants make informed decisions, and
view of recruitment and retention outcomes allow Associated Early Care and shortening the learning curve for new hires.
Education to improve upon this strategy continually and to ensure effective-
ness. Although this strategy emerged naturally over time, the agency has been
using it for approximately three years as a tool to identify candidates who are
Although there is some collaboration with program staff and managers, a good fit for the organization. During the initial planning about how to use
implementation of the improved hiring practices is ultimately the responsi- the mission as part of the hiring process, program staff members were con-
bility of Human Resources. Expenses associated with this strategy are consis- sulted for feedback on their experience before being hired and asked to re-
tent with typical recruitment costs, including advertising, career fairs, staff flect on how this strategy might have helped them during the process.
Page 19
In terms of success, both tenure and the quality of service delivery have staff to trainings for no other reason than to learn something new, and pro-
increased since the implementation of this strategy. Looking forward, Choice moting self-esteem and self-confidence among staff.
Community Supports Inc. plans to review and revise job descriptions contin-
Citizens for Adequate Housing seeks to provide shelter, support, and education
uously in order to reflect the agency’s work and mission accurately. Choice also
services to homeless families, to develop and maintain affordable housing
plans to continue considering populations to target based on those descrip-
using the Community Land Trust model, and to end the crisis of family home-
tions.
lessness. The 27 staff members serve very low-income families and individu-
als, homeless families, and homeless families with addiction issues.
Choice Community Supports provides premier customized services that enable
individuals to be valued and independent members of their communities; en-
courages individuals to access support from and offer support to any and all of CMARC
their surrounding resources; and provides individuals with opportunities for
Valuing Workers’ Efforts
http://www.cmarc.org/
new and challenging life experiences as they set out to achieve their
individual goals. Although their retention rate is above the industry average, CMARC made
a commitment to ensure that all employees receive regular and candid feed-
back. A major component of this feedback is ongoing recognition of workers’
efforts through regular supervision, annual performance appraisals, and recog-
nition for a job well done.
Citizens for Adequate Housing
Giving Workers a Voice Financial rewards are a significant part of the agency’s reward and recog-
http://cahns.org/index.html nition strategy. Employees are evaluated annually using a standardized process
At Citizens for Adequate Housing (CAH), a culture of honesty and em- and receive salary increases based on their performance. The highest level of
powerment in the workplace is business as usual. The agency culture is based performance is rewarded with a 5% raise. In addition, each management staff
in an anti-racist context and contains the additional elements of respect, the member is given a “good deed” budget and asked to reward staff seen doing
expectation that all staff will do their best, ongoing support for employee something out of the ordinary. Outstanding staff members who receive the
family needs, and flexibility. Shining Star Award are brought to the CEO’s office for a celebration of their
work and are awarded a $150 bonus. While the performance evaluations occur
on a set schedule, Shining Star Awards are given as appropriate with no set
When it comes to fostering the agency culture at CAH, everyone is re-
schedule.
sponsible. While the director and managers set the tone, staff members are in-
volved in every step in an integrated and integral way. One person cannot
create or maintain a culture that no one buys into. At CMARC, all managers, directors, and members of the executive team
are charged with finding people “doing something good” and encouraged to
use their good deed budget or to recommend an exemplary staff member for
While there are no direct costs, sustaining an honest and empowered work
a CEO celebration and bonus. In addition, all staff members are encouraged
environment takes time and effort. For instance, staff meetings may be ex-
to nominate anyone in the organization for a Commitment to Excellence
tended to discuss staff issues, there may be rescheduling to counter-balance
award. Peer-to-peer nominations are brought to a select committee of the
an employee’s needs for family time, or staff may be given extra time off to
Board of Directors on a quarterly basis and one person is chosen to receive a
prevent burn-out.
monetary award, a plaque, and a select parking space for three months.
As with any effort to instill a certain organizational culture, constant

While giving financial awards may seem costly, CMARC believes that the
change and adaptation is essential. CAH believes that staff must be vigilant
expenses are minimal compared to the rewards. Evidence of the strategy’s
and flexible to maintain the agency culture. Furthermore, every job applicant
benefit is apparent in the agency’s consistently low turnover rate.
is briefed about the expectations of honesty and respect as part of the first in-
terview, and as part of the second interview, applicants are questioned about
their understanding of and willingness to work within this type of environ- CMARC acknowledges that developing a recognition system is an ever-
ment. evolving effort. Particular strategies that aren’t working need to be dropped,
while systems that staff members like need to be expanded. In other words,
the recognition system needs to respond to what workers want in order to re-
CAH is a small agency with a high retention rate. Although the agency main fresh and exciting. In addition, fostering a culture where management
culture may be the primary reason full-time workers remain with the agency staff take the time to catch people “doing something good” requires ongoing
for an average of 11 years, CAH also recognizes creating achievable and sup- effort.
ported jobs is an integral part of the agency’s success. Strategies for support-
ing workers include having staff and managers evaluate each other, sending CMARC's 160 employees work to fulfill the agency mission of supporting
people with disabilities as they direct their own lives and destinies.
Community Work Services Community Work Services’ staff of 38 promotes independence through em-
ployment for persons challenged by physical, emotional, mental, developmen-
Realistic Job Previews and Career Ladders
tal, social, or economic problems by providing quality vocational services that
http://www.cwsbos.com/
restore and enhance dignity, respect, esteem, and skills.
During a recent period in which the agency experienced significant
changes in leadership, Community Work Services’ (CWS) case management HMEA
staff turned over 100% in less than 12 months. Realizing that they needed to Foreign-born Worker Recruitment and Retention
better connect new case managers to their peers and the agency, the Direc- http://www.hmea.org/
tor of Workforce Development and the program managers worked together to
create the Case Manager Development Program (CMDP). Development of this High vacancy rates coupled with the agency’s recognition that more and
strategy was based on CMDP members’ experiences as former case managers, more applicants were foreign-born led HMEA to develop and implement a
and implementation continues to be their responsibility. Human Resources is strategy to recruit and retain foreign-born workers living in this country. This
only involved in arranging the interviewing process. “Workforce Initiative” began eight years ago and evolved through the ongo-
ing work of the agency’s Diversity Committee, as well as through mentoring
from the Diversity Department of Harvard Pilgrim Health Care.
The CMDP focuses on successfully recruiting new case managers and men-
toring them for a minimum of 90 days. Once a candidate has had a successful
The effort to recruit and retain foreign-born workers is multifaceted and in-
first interview, he or she participates in an hour-long group interview with
cludes the ongoing development of the Diversity Committee, researching best
program participants. This process allows hiring managers to observe candi-
practices, creating partnerships, offering multi-level training, celebrating differ-
dates’ interactions with potential clients and provides candidates with a bet-
ences, including “diversity” questions on the staff survey, assessing language and
ter sense of the individuals with whom they will be working.
writing skills in order to tailor appropriate training programs, and translating
basic work vocabulary into several different languages. Although HMEA obtained
Each newly hired case manager is paired with a senior case manager who small grants for initial trainings and training development, the ongoing costs
is responsible for providing an overview of responsibilities and introducing associated with this effort are relatively minor and include staff time spent on the
the new employee to other staff. Over the first 90 days, the new case man- Diversity and Workforce Committee and training materials.
ager shadows a mentor, during which time they complete a checklist of ac-
tivities: conducting an intake, writing case notes, developing an individual Much of the immigrant worker recruitment and retention effort falls to ad-
service plan, attending a case conference, and conducting a presentation. ministrators, Human Resources staff, the Training Department, and manage-
ment and supervisory staff. However, HMEA encourages all staff to be
This program also developed as part of a career ladder strategy for case responsible for implementing the strategy. An all-staff approach is critical to
managers. After a minimum of one year employment, case managers are eli- HMEA’s successful development of a culture of respect for differences and sup-
gible to be promoted to senior case manager. In addition to mentoring new port for competency development. For example, when staff and supervisors at
hires, senior case managers are responsible for overseeing an agency com- one of the day habilitation programs were respectful of linguistic and cultural
mittee and must participate in supervisory and leadership skills training differences, workers felt valued. This culture of respect led foreign-born work-
through eAcademy®. ers to recruit others from their churches, communities, and social networks.
Although this program has only existed for two years, the agency has seen At the beginning of this focused effort to recruit and retain foreign-born
immediate results. During the past year, CWS lost one case manager while the workers, HMEA’s vacancy rates were as high as 17% in residential services. For
others have stayed employed for a minimum of 12 months. In addition, the the past several years, vacancy rates have been in the single digits. However,
agency has experienced an unexpected outcome: clients feel empowered by vacancy rates are only part of the success story. Employee satisfaction is high,
their involvement in the interview process. particularly around issues related to cultural diversity. Currently, one-third of
the agency’s adult services staff are immigrants, and this number is expected
to increase as worker availability becomes more of an issue.
When they first initiated this program, CWS was spending significant re-
sources on costly external supervisory and leadership skills training for senior
case managers. However, enrollment in the eAcademy® program with the Over the years, HMEA’s efforts have evolved depending on staff feedback
Providers’ Council has significantly reduced the cost of this program. and identified barriers to implementation. In that vein, HMEA plans not only
to explore how similar strategies may be used with older workers, but also to
move beyond recruiting direct service professionals to recruit specialized staff
As implementation continues, Community Work Services develop strate- such as nurses, ABA therapists, and special education teachers.
gies for assessing the quality and comprehensiveness of the mentoring com-
ponent of CMDP. Further, the agency is exploring the addition of tuition HMEA affirms and promotes the values, dreams, and potential of people with de-
reimbursement and other education incentives for their workers. velopmental disabilities through education, support, and life experience. The
agency’s 600 workers serve children and adults with developmental disabilities.
Page 21
Key Program, Inc. portunities. The bottom line result is that the R/Ts are selecting a higher qual-
ity staff and improving satisfaction among staff who get off to a better start
College Recruitment
with the support of the R/Ts.
http://www.key.org/
Faced with increasing numbers of job vacancies, Key explored strategies Key’s mission is to assist troubled youth and their families with developing posi-
for college recruitment. A thorough review of referral source data indicated tive life skills and life experiences so that they may pursue productive and re-
that Key’s college recruitment efforts were most fruitful at those schools where warding lives. Its 465 employees serve youth involved with DYS, DSS, and DMH.
the agency’s only Recruiter/Trainer had established relationships with career
service personnel and faculty and had the most frequent on-campus pres-
ence. Recognizing this as a strength and an opportunity, Key’s management NFI Massachusetts, Inc.
team committed resources to creating an Agency Recruitment and Training Supporting Workers
Team to infiltrate more colleges and increase awareness of Key as an attrac- http://www.nafi.com/Program.htm?Company=B510
tive employment option for entry-level direct care staff. In its most recent five-year strategic plan, NFI Massachusetts committed
to supporting a Staff Development Department for the purpose of ensuring
Key’s Recruitment and Training Team consists of one Recruitment and that all staff members have the competence, confidence, and resources to per-
Training Manager who oversees three Agency Recruiter/Trainers (R/Ts). The form individual roles and responsibilities. The department’s initiatives focus on
team’s goal is to foster effective partnering relationships with career services creating an environment where staff feel supported and connected, fostering
personnel and faculty members in identified colleges and universities across team building, and creating connections for staff outside of their specific programs.
Massachusetts and other New England states by maintaining a strong and
continuous on-campus presence. R/Ts concentrate recruitment efforts only at The Staff Development Department is comprised of the Director of Staff
colleges and universities in their designated areas. With the additional Agency Development and the Training and Recruitment Coordinator. In addition, train-
R/Ts, Key has fostered ongoing partnerships with career service personnel and ing efforts are supported by a Training Committee which meets monthly to
professors in many more schools, allowing more consistent participation in develop and recommend curriculum, approve new curriculum, and review ex-
campus events, meetings with professors, guest presentations in classes, par- isting curricula at least annually. This committee also ensures that training
ticipation in college Employer Advisory Boards, participation in panel discus- meets regulatory and funding requirements, establishes training scope and
sions, and overall networking. While staffing the Recruitment and Training sequence, conducts trainings, approves trainers, and evaluates and re-certi-
Team is the predominant expense associated with this effort, there are also fies trainers on an annual basis.
material costs for supplies and marketing.
Over the course of one year, NFI Massachusetts offers more than 200 com-
Part of Key’s recruitment strategy is to offer new graduates time-limited
petency-based trainings. Among these is the 48-hour centralized agency train-
positions as direct care providers. In essence, they offer new graduates a “so-
ing for all new employees, regardless of experience or position, as well as the
cial work boot camp,” which exposes them to many aspects of the system and
40-hour program-specific orientation conducted at individual program sites.
allows them to build a network of connections. By limiting their direct serv-
The department also offers supervisory skills training twice per year as well as
ice to 18 months, Key functions as a training agency and provides young
specific topic trainings conducted by the Medical Director throughout the year.
human services workers the opportunity to learn and to discover their inter-
ests. Furthermore, R/Ts follow new hires for up to three months to ensure that
employees are succeeding and feel supported in their positions. Although a significant part of the department’s role is staff development,
the department also works to bring staff together through fun activities such
as annual parties and friendly competitions. The director and coordinator work
Although the team’s primary objective is to increase employment refer-
with a variety of committees to plan, implement, and assess the department’s
rals, applicants, and quality hires, Key uses the strategy as a means to pro-
initiatives. Committees include the Training Committee, the Special Events
mote the field overall. For instance, presentations to first- and second-year
Committee, the Wellness Committee, and the Cultural Proficiency Team. Each
students address the rewards and the challenges of work in human services
committee includes a variety of employees representing all parts of the
and encourage students to explore human service employment opportuni-
agency.
ties with their career services office.
Having based the decision to expand the number of Agency R/Ts on hard Beyond these committees, a variety of individuals are involved in the work
data about referrals, Key continues to monitor data to assess the efficacy of of the Staff Development Department. For example, Cultural Proficiency Cham-
their strategy. Indicators of program success include an overall reduction in pions in each program serve as liaisons between program staff/management
hiring time, increased direct referrals from professors, and a reduction in costly and the NFI Massachusetts Cultural Proficiency Team. The function of Cultural
newspaper advertising. In addition, Key noted that initiative has generated Proficiency Champions is to support, facilitate, and implement systems to pro-
an overall improvement in pre-employment screening of applicants, accuracy mote and actualize cultural proficiency in their designated program sites, as well
of job descriptions, and students’ awareness of Key and its employment op- as to foster cultural proficiency across the NFI Massachusetts community.
Ongoing costs associated with this effort include annual allocations of greatest impact of their efforts lies in the value placed on the organization by
$126,000 for the staff development budget. This includes resources required the community.
for staff training, the advertising budget, and employee-related conferences
and events. There are also additional staffing costs for the director and the co- Pathways for Children seeks to help children discover their potential and grow
ordinator. into confident and empowered adults who contribute to their community. The
NFI Massachusetts is committed to creating innovative and diverse services for 120 full-time employees at the organization fulfill the mission by providing
people. The organization’s 500 workers serve children, youth, adults, and families. high-quality, affordable, and comprehensive care, education, recreation, and
other support services for children and their families.
Pathways for Children

Marketing the Organization, the Work, and the Workers
People, Inc.
http://www.pw4c.org/ High School Recruitment
http://www.peopleinc-fr.org/recreation.htm
In 2001, Pathways for Children launched its first capital campaign. As part
of that effort, Pathways allocated human and financial resources to public re- As with any agency supporting individuals with developmental disabili-
lations in order to increase the organization’s visibility and expand community ties, People Inc. was struggling to recruit and retain qualified direct support
support and recognition. This campaign was not focused on attracting and re- professionals. In 2005, the organization developed the Human Services Acad-
taining employees, but that was an unanticipated benefit. As their public emy (HSA) to recruit and train high school students for a career working with
image grew, so too did the number of community stakeholders and well-con- individuals who have developmental disabilities.
nected donors eager to serve as “ambassadors,” sharing the value they placed
on the organization’s work. The increased interest and investment in Path- After engaging two local high schools and nine students during the 2006
ways for Children—as well as the increased presence of donors, volunteers, school year, People Inc. recognized the HSA’s potential as an ongoing resource
legislators, and on-site funders—fostered a sense of pride among staff. for cultivating new and appropriately trained direct support professionals.
During the 2007 school year, over 30 students were involved in the Academy
Institutionalizing the benefits of marketing the organization, its work, through schools in Taunton, Attleboro, Plymouth, and Cape Cod.
and its image means that everyone at Pathways for Children is a “marketer.”
While members of the senior team, and frequently the CEO, conduct most of At the beginning of each school year, the HSA is presented as an option to high
the initial meetings and tours with agency visitors, each staff member takes school seniors, with a primary focus on vocational-based high school students
pride in representing Pathways. interested in Health Sciences. The HSA website gives interested high school
students a way to learn about the program in a medium with which they feel
Through this process, Pathways for Children has discovered that its work- comfortable. Once students are identified and recruited, they are required to
ers and consumers are the organization’s image. Accordingly, volunteer and complete trainings both during school hours and on their own time. If all re-
staff recruitment events often showcase service recipients or staff members quirements are met, students will have the necessary training to work for the
who may have begun as consumers. New recruits are invited into the organi- agency as residential counselors by the end of their senior year. The HSA is
zation to see programs in action and to learn about benefits and organiza- able to encourage students to complete all their trainings with an increased
tional culture. Staff members are given the opportunity to share their compensation when they are eventually certified. At present, the effective-
perceptions and experiences with potential new workers. Workers in the field ness of the HSA is solely measured in program completion and hires.
recognize that they play a vital role in how others perceive Pathways.
The program is staffed by one Human Service Academy Coordinator. In
Given that their initial public relations work was part of a capital cam- addition to working with host schools where students are recruited, the Co-
paign, the effort to market the organization’s image as a recruitment and re- ordinator also works with Human Resources to aid in the process of hiring HSA
tention strategy did not require startup resources, nor are there ongoing direct graduates. One way costs are minimized is that People Inc. does not pay for any
costs. In fact, the effort has effectively become part of the organizational cul- of the initial trainings offered by the schools for students participating in the
ture with all staff, administrators, and members of the board recognizing the HSA. Costs associated with the Academy include staff compensation and ma-
importance of communicating the culture, values, and philosophy of the or- terial costs.
ganization. Moving forward, the organization is developing a way to formal-
ize the approach rather than relying on institutional memory.
While the agency hopes to continue expanding the Human Services Acad-
emy, there are some commonly encountered roadblocks to overcome. Estab-
The net result of this effort has been a decline in turnover rates along with lishing relationships with high schools to promote the HSA, establishing
an increase in staff morale, employee involvement, and staff seeking higher protocols for ensuring that students’ academic performance is not negatively
education. In fact, the organization’s turnover rate declined from 31 percent in impacted as a result of participation in the Academy, and scheduling training
2001 to 17 percent in 2006. However, Pathways for Children sees that the
Page 23
sessions to fit students’ schedules are areas that require significant attention In an effort to continue improving recruitment, PSI is currently engaging in a
to ensure the Academy’s continued success. broad branding effort in target recruitment communities. These efforts in-
clude radio advertising, large publication advertisements, larger Internet
The mission of People Inc. is to provide quality community-based services that agency advertising, and a more accessible Employment Section on PSI’s web-
support growth and independence for children, youth, adults, and families site.
who are developmentally challenged or experience other at-risk situations.
People Inc., located in Fall River, employs 300 workers. Pine Street Inn is a not-for-profit organization committed to men, women, and chil-
dren in need of shelter, sustenance, and the basic moral and material supports nec-
essary to lead a dignified and stable life. It is the mission of the Inn, in all its
Pine Street Inn programs, to be a community of respect and hope for each guest it serves; to be a
Longer-term Recruitment resource through which neighbors and friends can help to meet the basic needs of
http://www.pinestreetinn.org/ others; and to serve as a national leader in the fight to end homelessness. Pine
Street Inn’s nearly 500 employees serve approximately 1,300 individuals every day.
Faced with high vacancy rates, extended vacancies, and difficulties hiring
and retaining strong talent, Pine Street Inn (PSI) developed a Community-
Based Partnering (CBP) strategy to address its hiring void. This effort was not
part of a formal process, but rather developed “organically” through relation- Road to Responsibility, Inc.
ships between PSI’s recruiter and local job developers. Having recognized the International Recruitment
rewards of cultivating such relationships, CBP became one component of a http://roadtoresponsibility.org/
larger comprehensive sourcing strategy for PSI direct care applicants. Faced with a lack of qualified domestic candidates to fill entry-level employ-
ment vacancies, Road to Responsibility (RTR) developed an international re-
CBP is an ongoing effort to source pre-screened, qualified candidates from cruitment strategy to fill the void. For the past eight years, RTR has recruited
various local job developers or community organizations for specific vacan- entry-level workers from many countries, including the Czech Republic, Kenya,
cies within the agency. For example, a strong partnership between Jewish Vo- Japan, Ireland, and Jamaica. International workers are recruited for case man-
cational Services and PSI has resulted in a number of culinary arts training ager trainee positions.
program graduates gaining employment in PSI’s food services. Given that CBP
is part of regular recruitment activities, PSI’s Human Resources department is New recruits receive training in the human services field, paid travel expenses,
primarily responsible for managing this effort. However, cultivating a suc- and housing and transportation assistance for up to 60 days. In addition to the
cessful partnership requires the involvement of other departments and pro- costs associated with training, housing, and transportation, other major costs
gram staff in job fairs and seminars and to help educate partners about PSI and include Visa fees and staff time.
its open positions.
RTR’s recruitment efforts are based on the Executive Director’s past experience
There are staff and administrative costs associated with identifying ap- with the international recruitment process. Responsibility for the effort lies with
propriate partners, learning about the partner agency, and cultivating a strong the Agency Director and two senior staff. The success of the effort is apparent in
working relationship. However, once a fruitful partnership is established, costs that many candidates have requested an additional three years of employment
are minimal, given that the vast majority of partners do not have associated and training through an extension of the H-1 Visa process. Feedback gathered
fees with placements. Additionally, CBP has significantly reduced resources through recruitment meetings, input from mangers and directors, and evalua-
required to conduct pre-screening as candidates from partner agencies have tions of international staff also suggest that the effort is successful.
already undergone initial screening.
Although Road to Responsibility views its international recruitment efforts as
As part of this initiative, Pine Street Inn is committed to tracking the re- successful, the strategy is not without barriers. Among these are getting outside
turn on their investment. To date, about one-fifth of the agency’s hires in the agencies and vendors to process information in a timely manner, supporting ef-
past 12 months are from partner agencies. Furthermore, retention of these fective communication, and reducing English language barriers. Furthermore,
hires has been excellent: 80% are still employed and performing well, com- the agency is concerned about filling the void created when immigration law
pared with a 71% average retention rate for all other sources. In addition to no longer allowed the processing of J-1 Visas.
tracking the return on their investment, PSI’s hiring and retention data have
highlighted opportunities for improvement, such as increasing specificity re- Road to Responsibility is guided by its mission which reads, “Citizens with disabil-
lated to competencies, skills, and personality in order to find the best match ities belong! Supporting them is our privilege.” The agency’s 450 employees serve
for the job. people with mental retardation.
SHED Inc. The success of SHED’s supportive work environment is demonstrated in
its turnover rate. There has been no significant staff turnover among the or-
Supportive Work Environment
ganization’s workers in the past five years. SHED also measures its success
http://shedinc.org/
through employee feedback, ongoing employee evaluations of job descrip-
SHED Inc. recognizes that retaining staff is critical to maintaining program tions, and staff commitment to improving the organization’s bottom line.
quality. This recognition sparked several initiatives designed to create an over-
all supportive environment for staff, parents, children, and youth. A major com-
SHED Inc. believes that childcare and enrichment programs should strive to
ponent of SHED’s creation of a supportive work environment involved the
meet the social, cognitive, emotional, and physical needs of a child. The
acquisition of a facility to house its programs.
organization’s 47 workers serve 300 children each day.
Because after-school and enrichment programs often share space in

school or church cafeterias and gymnasiums, the lack of ownership over and Seven Hills Foundation
connection to the program site is a major contributor to high turnover. Thus,
the Executive Director and the Board committed to developing a facility where International Recruitment
staff and children can feel ownership over the space, express individual inter- http://sevenhills.org/
ests, and make the environment reflective of their lives. However, creating a Faced with a lack of available, qualified, and interested candidates to fill
supportive work environment involved more than building a facility. direct support professional positions, the Seven Hills Foundation developed
an international approach to recruitment.
In addition to developing a facility, SHED implemented strategies to im-
prove hiring, support staff development, develop career ladders, and expand The development of successful partnerships and innovative cost cutting
benefits. SHED’s commitment to a supportive work environment begins with are the common threads among Seven Hills’“home-grown” approaches to in-
the hiring process. Recognizing that hiring staff that fit the organization and ternational recruitment efforts. The agency’s initial work in this area began
the work is critical to providing quality services, SHED employs a Realistic Job with a partnership with the Spectrum Organization in Brisbane, Australia. The
Preview approach to interviewing potential hires. Candidates are asked to Spectrum Organization identified and recruited individuals to work as direct
spend a day on the job in order to develop an accurate impression of the work, support professionals for Seven Hills on J-1 Visas. Through this process, qual-
assess whether the work fits their expectations, and provide SHED with a sense ified candidates were able to enter the U.S. and work for up to 18 months.
how well the candidates fit the agency culture.
However, the current debate over immigration reform and changes in im-
Once hired, new employees are paired with seasoned staff as mentors.
migration policy following September 11 have forced Seven Hills to explore
Also, new employees have the opportunity to meet with the program direc-
how to maintain their current efforts using other options such as H-1 and H-
tors throughout their first two months at SHED. All staff participate in a week-
2 Visas. Building on its successful experience with Spectrum, Seven Hills is cur-
long orientation before each school year, regardless of position or tenure. In
rently developing a new partnership with the Portuguese Azores. This new
addition, staff get seven paid hours weekly for team building, curriculum train-
partnership involves working directly with the Portuguese government
ing, behavior guidance, planning, and “child check-in.” Ongoing development
through Seven Hills’ services in Fall River. As part of the recruitment effort,
includes weekly training sessions in specific curriculum areas and an annual
Seven Hills is working to locate housing for these workers in the Portuguese
Professional Development Day offering external professional training and
community in Fall River.
team building opportunities based on program needs.
The high cost of external international recruitment specialists provoked

As a means of creating career ladders and expanding support to staff,
Seven Hills to develop an international recruitment program using existing
SHED developed Specialty Coordinator positions. The Specialty Coordinators
staff and resources. While their home-grown strategy has helped to keep costs
provide before- and after-school programming, attend to specific areas need-
down, international recruitment requires considerable resources. Having de-
ing additional coordination, and provide leadership to other staff. Presently,
veloped workable partnerships, travel remains the most significant cost since
these positions include the Nutrition Coordinator, Outdoor/Sports Coordinator,
a Seven Hills representative travels to interview all screened candidates per-
Senior Coordinator, Curriculum Coordinator, Grant Writers, Health and Well-
sonally.
ness Coordinator, and Older Kids Coordinator (grades 6-8). SHED also created
career paths by classifying after-school care and enrichment positions as full-
time jobs with benefits. Furthermore, expanded benefits within the organi- To supplement their recruitment efforts, Seven Hills is currently develop-
zation include offering free childcare for children in grades K-8 and allowing ing a network within the continental United States identify regions with high
for flexibility based on workers’ personal and family needs. Workplace flexi- unemployment among recent college graduates as a strategy for increasing
bility has been achieved through job sharing opportunities, shorter hours, and access to professional-level staff such as teachers, therapists, and the human
working off site if possible. services leaders of tomorrow.
Page 25
Using Data to Develop Comprehensive Approaches The Home for Little Wanderers
Every two years, the Seven Hills Foundation updates its strategic plan. Em- Achievable and Supported Jobs
bedded within the plan are specific objectives related to decreasing workforce http://www.thehome.org/site/PageServer
vacancies through improved recruitment and retention efforts, with the over-
The Home for Little Wanderers’ 2006-2010 strategic plan commits to cul-
all goal of having the highest quality professional staff to meet service needs.
tivating a high-performing and connected staff. Part of this commitment in-
volves transitioning the training function to focus on organizational
For Seven Hills, developing a successful comprehensive approach requires development and effectiveness. To accomplish this transition, the Vice Presi-
understanding the effectiveness of existing strategies. Therefore, the agency dent of Human Resources conducted an assessment of the agency’s training
routinely collects and reviews data to support decisions about how to use function.
scarce recruitment and retention resources. In fact, ongoing analyses of two
simple metrics (hires by referral source and hires by type of application sub-
The assessment highlighted a number of missed opportunities to improve
mitted) have helped Seven Hills design strategies to decrease the gap be-
employee relations, support staff, improve organizational effectiveness, and
tween open and closed job vacancies significantly over a two-and-a-half year
support learning. The resulting department, Workforce Learning and Devel-
period.
opment, offers a range of performance and training services and supports the
Home’s employees and managers in further implementing the strategic plan.
Ongoing review of hires by referral source demonstrated that successful This effort began in January 2007.
hires were increasingly coming to Seven Hills via the Internet, and that print
advertising alone was becoming less effective. Furthermore, data about that
application process suggested that those who apply online were more likely The Home’s Executive Management Team is responsible for this strategic
to be hired and less likely to be immediately screened out compared to job transition. However, the Director of the Workforce Learning and Development
seekers submitting hard-copy applications on a walk-in basis. Department is the primary architect of the new strategy. Current development
is based on the Director’s previous experience establishing an organizational
development and effectiveness department in another setting.
Using this information, Seven Hills significantly revamped its recruitment
efforts. In 2005, all applications were on paper; recruitment was centralized in
Worcester, despite having sites throughout the Commonwealth; and the hir- Although still in the planning phase, the new department is responsible
ing process was slow and cumbersome. Today, Seven Hills has its own Internet for ensuring that staff members are connected to the organization, capable of
job site, has an additional staff person dedicated to recruiting direct support high performance in their positions, and satisfied with their work—in other
professionals, uses an online applicant tracking system, and taps program sup- words, the department should ensure that the right individuals are hired for
port for localized, site-specific recruitment and hiring. the right positions and that those workers have everything they need to get
the job done. While across-the-board training is a significant part of this work,
the department also acts an internal consultant to The Home’s programs when
The benefits of understanding the effectiveness of recruitment strategies issues arise.
and using data to improve recruitment strategies are significant. In less than
three years, Seven Hills has decreased its vacancy rate to much below the in-
dustry average. Although the organization’s revamped recruitment strategies In addition to using the organization’s existing data to monitor effective-
have contributed to this change, Seven Hills attributes its significant decrease ness, the Workforce Learning and Development Department will be collabo-
in open positions to its comprehensive approach and strategic commitment to rating with The Home’s Operations and Outcomes Department, relying on the
reducing vacancies. Additional strategies employed by Seven Hills include Human Resources dashboard, and tracking interventions and consultations as
valuing employees and creating career opportunities through the Corporate a means of evaluating the return on investment.
College and eAcademy®, continually improving and expanding employee ben-
efits, monitoring employee satisfaction, and engaging in international re-
cruitment. The mission of The Home for Little Wanderers is to ensure the healthy emo-
tional, mental, and social development of children at risk, their families, and
communities. They utilize an integrated system of prevention, advocacy, re-
The Seven Hills Foundation promotes and encourages the empowerment of
search, and direct care services. The agency employs approximately 800 staff
people with significant challenges so that each may pursue their highest
serving children and families of children from birth to age 21 living in at-risk
degree of personal well-being and independence. The organization’s 1,700
circumstances.
employees provide a broad spectrum of disability services to individuals
and families.
United Cerebral Palsy of MetroBoston Vinfen Corporation
Recognizing Workers’ Efforts and Giving Workers a Voice A Comprehensive Approach to Recruitment and Retention
http://www.ucp.org/ucp_local.cfm/85 http://vinfen.org/
During a recent four-year period of growth, United Cerebral Palsy of Metro- Vinfen Corporation is one of the largest providers of human services in
Boston (UCP) made a commitment to improving morale and communication the Commonwealth, with over 300 program sites and approximately 2,000
within the organization. Based on an idea generated by middle management employees. Like other Massachusetts providers large and small, Vinfen strug-
staff, the Connection Committee (CC) was born. Over the course of three gles with recruiting quality applicants to fill the high rate of vacancies within
months, representatives throughout the agency developed the concept and the organization. Realizing that no one strategy would solve their recruitment
created a mission statement to define the work of the committee. and retention woes, Vinfen has developed a comprehensive approach to its
workforce shortage.
The CC, which is comprised of staff volunteers from every program, meets
for ninety minutes per month. The CC consists of a number of subcommittees, Vinfen’s comprehensive approach consists of strategies addressing both
including sports, newsletter, wellness, staff survey, holiday party, diversity, recruitment and retention, and involves ongoing advertising, marketing, recog-
training, and staff appreciation. In addition to planning events, the commit- nition, outreach, and workforce development. Its many recruitment initiatives
tee members are responsible for disseminating information and obtaining include the following:
feedback from their colleagues. In fact, the role of committee members con- • Company branding and marketing the agency
tinues to expand, and in doing so it provides direct care staff with leadership • Partnerships and outreach with community-based agencies
opportunities that they wouldn’t otherwise have. For example, the CC now • College recruitment
serves as a forum for staff to address concerns or new ideas related to agency • Collaboration with the Department of Employment and training
policies. • Collaboration with workforce development initiatives
• Job fairs
In addition to staff time, UCP annually budgets approximately $5,000 for • Internet and Intranet job posting
the CC to pay for room rentals, equipment, food, and activities. UCP believes • Print advertising
that its investment of staff time and resources has contributed to their two- • Employee Referral Incentive Program (ERIP) and internal outreach
year 80% retention rate and their low staff vacancy rate. The role of the CC in
retaining staff was apparent in the agency’s 2007 employee satisfaction sur- In addition to its recruitment strategies, Vinfen also focuses on retaining
vey, which was initiated by the CC. existing staff through a variety of employee recognition events. For example,
Vinfen’s Most Valuable Player (MVP) award allows managers to acknowledge
outstanding staff. In addition, Vinfen hosts an annual Employee Recognition
Although the CC has been successful, there have been challenges to im- Luncheon and conducts competency-based performance reviews.
plementation. Given the expectation of one volunteer from every program at
every meeting, staff attendance at meetings has been the primary challenge Tracking each strategy’s effectiveness is critical to the ongoing develop-
for the CC. For instance, while direct support professionals are encouraged to ment and improvement of the organization’s comprehensive approach. The
participate, transportation is often a barrier. An additional logistics issue is efficacy of each strategy is measured through ongoing review of cost per hire,
the CC’s struggle to schedule events that are accessible to all staff. applicant tracking, department quality surveys, balance scorecards, and
turnover. For example, consistent review of data revealed that the employee
The CC’s success has prompted UCP to consider other efforts to strengthen referral incentive program remains one of their strongest recruitment and re-
its workforce. Moving forward, UCP plans to continue to empower workers by tention strategies.
instituting educational activities such as eAcademy® 2 and the eAcademy®
supervision modules, developing internal career ladders, implementing self- Similarly, by collecting and analyzing internal workforce data, Vinfen re-
directed teams designed to give direct support professionals more responsi- structured its recruitment activities by reducing their participation in job fairs,
bility and ownership in running programs, developing staff evaluations geared using fewer traditional recruitment processes, and increasing Internet job
to growth and learning, systematically rewarding staff for performance and postings. In addition to improving recruitment, these steps helped to reduce
longevity, and striving to offer more flexibility and benefits to staff. the recruitment budget.
United Cerebral Palsy of MetroBoston is committed to advancing the inde- Vinfen’s Human Resources department is responsible for implementing
pendence, productivity, and full citizenship of people with disabilities. UCP’s its multi-pronged approach. Given the range of strategies and the size of the
workforce of 140 serves individuals with developmental disabilities. organization, it is not surprising that Vinfen spends significant resources on its
recruitment and retention efforts. Recruitment and retention expenses in-
clude staff resources, advertising, activities related to marketing and branding,
Page 27
and materials related to marketing and branding.
Despite having a comprehensive approach, Vinfen recognizes that there is Vinfen’s 2,000 workers transform lives by building the capacity of individuals,
more to do to improve recruitment and retention. The agency’s continued ef- families, organizations, and communities to learn, thrive, and achieve their
forts include exploring mechanisms for increasing wages for direct care staff, goals. As a human services leader, Vinfen strives to be the provider, employer,
developing a clear career ladder process, and continuing to brand Vinfen as and partner of choice.
the “employer of choice.”
Room for notes:
Section IV
Providers’ Council Initiatives
Workforce Development is the number one priority in the Five Point Agenda of the Providers’ Council. As such, the Providers’ Council is spearheading a number of initiatives de-
signed to support the Massachusetts human services industry and its workers. Additional information about these initiatives is available at http://www.providers.org.
CareVote Reforming the Purchase-of-Service System

The Providers’ Council encourages its members to run active voter registration The Providers' Council, in collaboration with other trade associations, is work-
and “get out the vote” campaigns. As a sector, the human service industry in ing to pass Senate Bill #65 that would establish a rate setting system that
Massachusetts em- would set fair and adequate rates for the purchase of human and social serv-
ploys more than ices. Such a rational, market-based approach would bring transparency to the
100,000 people and current system and enable providers to appeal inadequate rates and receive
it is essential that the cost of living increases for multi-year contracts. Additional information is avail-
industry has a voice able on our website - www.providers.org - under the public policy/advocacy
in state government section. The current budget for FY 2008 also requests that the Executive Office
as an effective voting of Health and Human Services also conducts a study and make recommenda-
bloc. It is critical that tions for a rate setting system for human services.
employees, clients
and consumers, fam- Salary Reserve
ily members, board members, and other interested parties participate in this Every year, the Council pursues the inclusion of a line item in the state budget
campaign to make legislators hear the voice of the human service sector. known as the Salary Reserve, which helps by funding the lowest paid human
services workers. Over the past two years, the Council and its partners have
Direct Care Workers Insurance Assistance Program succeeded, with the legislature and governor placing $51 million into a fund
for the nearly 30,000 human service workers who make less than $40,000 per
This bill by Sen. Richard Moore would amend the Massachusetts General Laws year. With salaries for human service employees set so low by state contacts,
to include a section regarding medical insurance reimbursement for direct this additional wage adjustment helps employees receive a small increase
care workers. A study conducted by the Providers’ Council indicated that four every year.
out of ten direct care workers do not have health insurance and are part of the
growing “working uninsured.” With the low pay employees of this sector
receive, health insurance has become unaffordable for many. This bill expands
the Commonwealth’s Insurance Partnership Program and will help the sector Strategic Communications Plan
recruit and retain a strong workforce. The Strategic Communications Plan is an effort by the Council to use the media
to advance the organization’s Five Point Agenda for Human Service Reform,
as well as to improve the image of the Council, its members, and human
Loan Forgiveness Bill
services. The Communications Plan includes strategies for making the media
This bill by Sen. Marian Walsh would create a loan forgiveness program more aware of the Council and its initiatives. If successfully implemented, the
for credentialed direct care human service workers. Designed to encourage plan will create greater visibility for the Providers’ Council in newspapers and
individuals to enter and remain in community-based human services via television and radio stations across the state.
programs, the bill would help by repaying the eligible participant’s student
loan at a rate not to exceed $150 per month for a period not to exceed 48
months. Eligible participants must be working a minimum of 35 hours as a
credentialed direct care human service worker and have an annual income of
less than $45,000.
Room for notes:
Page 29
A CKNOWLEDGEMENTS
The Providers’ Council thanks all the panelists who participated in the plenary sessions and
those who provided information about their agency’s initiatives and allowed us to highlight
recruitment and
retention strategies across the Commonwealth.
Without the help of these dedicated individuals, the publication

Addressing the Human Services Workforce Shortage: A Guide to Recruitment and Retention
would not be possible. Thank you for sharing your time, your experience and your knowledge.
Dorothy Arruda, People, Inc.
Sydney Bialo, SHED, Inc.
Karen Conway, Pine Street Inn
Nancy Crowder, Citizens for Adequate Housing
Catherine Denny, Choice Community Supports
Chris Head, Associated Early Care and Education
Roberta Jaro, UCP of MetroBoston
Sheri McCann and Dan Harrison, CMARC
Carol Malone, Key Program
Michael Moloney, HMEA
Maureen O’Doherty, Seven Hills Foundation
Serena Powell, Community Work Services
Jackie Ross, NFI Massachusetts
Ron Scott and Rebecca Greenfield, Road to Responsibility
Sue Todd, Pathways for Children
Robin Vann Ricca, The Home for Little Wanderers
Dianna Williams, Vinfen
The following groups and individuals also
deserve to be acknowledged for their
signifcant contributions to this report:
The Providers’ Council Board of Directors
The Providers’ Council Workforce Committee
Christina Citino of the Donahue Institute of the University of Massachusetts
Christine Power of the Providers’ Council
P ROVIDERS ’ C OUNCIL B OARD OF D IRECTORS
• Judy Beckler • David Jordan • Andrew Pond
St. Mary’s Women and Children Seven Hills Foundation Justice Resource Institute
• James Cassetta • Donald Kozera • Serena Powell

Work Inc. Human Resources Unlimited Community Work Services
• Robert Coard • Gary Lamson • Dora Robinson

Action for Boston Community Development Vinfen Corporation MLK Jr. Community Center
• Stan Connors • John Larivee • Frank Robinson

Bay Cove Human Services Community Resources for Justice Partners for a Healthier Community
• Ralph Cooper • Leslie Laurie • Randal Rucker

Veterans Benefits Clearinghouse Tapestry Health Family Service of Greater Boston
• Lyndia Downie • Joseph Leavey • Donna Sabecky

Pine Street Inn Communities for People Community Connections
• Danielle Ferrier • William Lyttle • Kenneth Singer

Rediscovery The Key Program Berkshire County Arc
• Tom Fisher • Steve McCafferty • Susan Stubbs

Commmunity Care Services Children’s Study Home ServiceNet
• Ruth Ellen Fitch • Sheri McCann • William Taylor

Dimock Community Health Center CMARC Industries Advocates
• Donald Fletcher • Gerard McCarthy • Sue Todd

The Association for Community Living North Shore Arc Pathways for Children
• John Gardiner • Sandra McCroom • Joan Wallace-Benjamin

Worcester Comprehensive Child Care Roxbury Youthworks The Home for Little Wanderers
• Juan Gomez • Thomas McLaughlin • James Ward

Centro Las Americas Grant Thornton, LLP Early Childhood Centers of Greater
Springfield
• James Goodwin • Michael Moloney
Center for Human Development HMEA • Michael Weekes [ex-officio]
• Joanne Hilferty • Dan Nakamoto
Morgan Memorial Goodwill Industries NFI Massachusetts • Gerry Wright
Community Care Center
• Diane Iagulli • Pamela Ogletree
Delta Projects Children’s Services of Roxbury
Providers’ Council Workforce Committee Providers’ Council Staff

David Jordan, Chair, Seven Hills Foundation
Melanie Burke, Rediscovery, Inc. Jean Manni, NFI Massachusetts Kevin Gilnack, Membership Development Associate
Tracy Jordan, Fiscal Coordinator
Jim Cassetta,Work, Inc. Michael Moloney, HMEA
Sara Morrison Neil, Research & Education Associate
Susan Colwell, Community Care Center Serena Powell, Community Work Services Ruth Perry, Membership Development Associate
Christine Power, Director of Membership Development
Ed DeBity,Veterans Benefits Clearinghouse Jackie Ross, NFI Massachusetts
Michael Ripple, Director of Operations
Jennifer Lazaro, People, Inc. Mark Schueppert, JRI E. Jane Smith, Provider Editor
Candace Thomas, Administrative Assistant
Chris Liebke, Casa Myrna Vasquez Susan Stubbs, ServiceNet Michael Weekes, President & CEO
Bill Lyttle,The Key Program Lee Wise,The Home for Little Wanderers Bill Yelenak, Communications & Development Manager
PR V I D E R S’
COUNCIL

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Addressing the Human Services

The Providers' Council (Massachusetts Council of Human Service Providers) is a statewide

Vinfen Key Program Seven Hills Foundation

Human Service Justice Resource

Addressing the Human Services

100 Venture Way, 3rd Floor, Hadley, MA 01035

HUMAN SERVICES Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Section II: Recruitment and Retention Resources

American Humanics Human Services Research Institute

Direct Support Professional Recruitment Toolkit

Effective Recruiting Strategies:

The Two Penny Project

Livable and Equitable Wages College of Direct Support: An Internet-based

Certificate in Nonprofit Administration Community Residential Core Competencies:

Room for notes:

Accurate Job Descriptions Worker-Centered Orientation

How Not to Lose Employees in the First 90 Days

Supervising New Employees Roundtable Series

Support and Mentoring

Room for notes:

Flexible Workplace The Flexible Workplace:

The Workforce Partnership: Human

Tuition Remission Program for

Realistic Job Previews Employees Can Help Recruit New Talent

International Recruitment and Encouraging Retirees to Return to the Workforce

Training Experiences and Satisfaction Survey

As with any effort to instill a certain organizational culture, constant

Pathways for Children

Because after-school and enrichment programs often share space in

The high cost of external international recruitment specialists provoked

Room for notes:

CareVote Reforming the Purchase-of-Service System

Without the help of these dedicated individuals, the publication

The Providers’ Council Board of Directors

The Providers’ Council Workforce Committee

Christina Citino of the Donahue Institute of the University of Massachusetts

Christine Power of the Providers’ Council

• James Cassetta • Donald Kozera • Serena Powell

• Robert Coard • Gary Lamson • Dora Robinson

• Stan Connors • John Larivee • Frank Robinson

• Ralph Cooper • Leslie Laurie • Randal Rucker

• Lyndia Downie • Joseph Leavey • Donna Sabecky

• Danielle Ferrier • William Lyttle • Kenneth Singer

• Tom Fisher • Steve McCafferty • Susan Stubbs

• Ruth Ellen Fitch • Sheri McCann • William Taylor

• Donald Fletcher • Gerard McCarthy • Sue Todd

• John Gardiner • Sandra McCroom • Joan Wallace-Benjamin

• Juan Gomez • Thomas McLaughlin • James Ward

Providers’ Council Workforce Committee Providers’ Council Staff

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