The ability to recruit and retain high-calibre, motivated staff isessential to grow any business, but for nursery providers, it is notalways easily achievable.
As Purnima Tanuku, chief executive at the NDNA points out, working inthe early years sector is demanding and often low paid. At the sametime, competition from other sectors is increasing - particularly frommaintained nurseries where the pay and promotion prospects can bebetter.
She says, 'Many of our members report that their staff are highlycommitted and loyal and that they would like to be able to reward themfor this. However, because of the pressure that higher wages place onfees, even when staff undertake extra training and professionaldevelopment, it is hard for nurseries to reward them financially, andthis contributes to staff churn.'
A report published in April by the Institute for Public Policy Research(IPPR) - For Love or Money: pay, progression and professionalisation inthe 'early years' workforce - highlights market dilemmas. Not least ofthese is the fact that weak profitability continues to restrictinvestment in workforce training and development - key drivers ofquality - and limits the scope for staff wage growth.
It seems that the sector is destined to rely on a workforce that isdeeply committed to working with children and is prepared to negotiate atough trade off between job satisfaction and other, financial,priorities.
The IPPR report reveals varying degrees of dissatisfaction over pay,with younger staff reporting that low pay has an impact on their lifechoices and, in some cases, causes emotional distress. A significantproportion of the workforce has to take second and even third jobs tomake ends meet.
The impact of low pay is inevitably linked to the issue of high staffturnover and the perceived low status of a female-dominated sector.
By the same token, the reality of low pay continues to stand in markedcontrast to practitioners' commitment to children and their obviouspassion for the job.
But with many younger childcarers doubting whether a career in the earlyyears sector is financially viable in the long term, there is a hugechallenge in recruiting and retaining the best people.
Ms Tanuku says, 'Settings are increasingly looking at innovative ways torecruit and retain staff, such as introducing different working patternsand good holidays and benefits packages. NDNA recognises that staffturnover is lower in the maintained sector, and much of this is due tohigher wages and opportunities for promotion and development within thelocal area, which many small, private nurseries simply cannot offer.These are issues which need to be addressed.'
More support needed
Delivering more training is vital to creating a more buoyant labourmarket for the early years sector. But while many people are aware ofthe drive to raise qualifications levels - and are accessing funding todo so - uncertainty remains as to how these will lead to better pay andmore responsibility.
Meanwhile, many nurseries continue to struggle to find and retainappropriately qualified staff. They may take the time and investment todevelop individuals to the right level within the nursery, only to findthat those employees then leave for better-paid work elsewhere.
Ms Tanuki says, 'Recruitment and retention are a real issue for manysettings, and pay plays a large part in this. Already we are seeingdisparity across sectors in terms of pay for the Early YearsProfessional Status. The NDNA fears that settings in the private,voluntary and independent sector will find it hard to attract peoplewith EYPS, or that they will use the experience as a stepping stone toanother career, even with the support the Graduate Leader Fundoffers.'
She adds, 'Retaining high-quality staff for the benefit of children isvital, but NDNA believes that without direct government support forsalaries across all levels, keeping skilled and qualified staff will bean issue.'
Improving the package
Local market conditions have a tendency to throw up their own particularrecruitment challenges. In South Glamorgan, Nia Bowen, proprietor of theWelsh-language Si-Liwli Nursery, says it is difficult to find staff withthe appropriate qualifications.
'Going through job centres, colleges and Welsh schools is the bestroute,' says Ms Bowen. 'Sometimes we employ those who have done teachertraining and can speak Welsh, who want to work for a temporary periodbefore becoming a teacher.
'There are increasing numbers of people in our area who are attracted tothe sector. We aim to keep our staff for as long as possible and supportthem with in-house training and team building.'
In Prestatyn, Denbighshire, Karen Stephenson, proprietor of LittleRascals Day Nursery, says the area is generally fruitful for staff.Since purchasing the nursery at the beginning of the year, she has hadno trouble finding level 3 practitioners and has a plethora ofapplicants on file.
'We've improved the package that we offer,' she says. 'We now pay forreplacement uniforms and offer in-house training. We're also helpingstaff members to undertake level 4 awards by installing broadband sothey can use the nursery computers for study. We are also introducing adecent pay rise in October.
'Above all, we aim to be flexible and open with staff and they areinvolved in wider decisions about the nursery.'
Clearly these kinds of factors are all vital for retaining good people.As the IPPR report highlights, many practitioners are keen to remain inthe early years sector for the foreseeable future, with more than halfof them aspiring to progress in their careers. Most view progression asbeing about 'moving up' to a more senior role, with opportunities forprofessional development, higher status and broaderself-improvement.
There will also always be a large contingent of practitioners who wishto remain hands-on with children. But rewarding staff appropriately,whatever their role, will remain a problem for the sector until it candeliver greater levels of profitability. In the meantime, staff must besatisfied with opportunities for greater responsibility and careerdevelopment.
- Further information
'For Love or Money: pay, progression and professionalisation in the'early years' workforce', by Graeme Cooke and Kayte Lawton, can be foundat www.ippr.org.uk
RETENTION RATES IN THE CHILDCARE SECTOR
Retention rates in the sector as a whole have remained stable since2003. Of those who left a job in 2007, 50 per cent did so to workelsewhere in the sector, while 11 per cent moved outside it.
Highest turnover rates in 2007
- After-school clubs at 23 per cent;
- Holiday clubs at 22 per cent;
- Sessional providers at 11 per cent.
Lowest rates
- Primary schools with nursery and reception classes at 6 per cent;
- Primary schools with reception classes but no nursery at 5 per cent.
In terms of providers offering job opportunities, after-school clubs,holiday clubs and full daycare in children's centres registered the mostgrowth. Full daycare and sessional providers had the lowest employmentgrowth rates at 23 per cent and 16 per cent respectively. For sessionalproviders, this reflected the slowing of growth of that sector in termsof numbers of providers and available places.
- Based on information from the Childcare and Early Years ProvidersSurvey 2007. www.dcsf.gov.uk
