How difficult is it for staff to back’ in their role as a paid supporter and build informal ‘step supports? 6. Sharing ideas and practice The following quotes were made by our Community of Practice reflecting on their current workforce and readiness for the NDIS Recruitment changed from a three day orientation course to a three day paid training course “We prior to employment to assess suitability for positions and a match with the organisation’s values. Not everyone is offered a position at the end of training.” complete a one page personal profile that tells us about them and their “Potential strengths. People with disability are always on the interview panel.” employ people on a contract to provide support to just one person. They know they “We have work for as long as the person with disability wants them.” offer TAFE placements to students and get a good idea of whether they will be a fit “We for our organisation when qualified.” weeks is the critical point in employment. If a person is not performing by then, “Six waiting for the three month probation period to end is too late.” Hard and Soft Skills hard and soft skills need to be balanced but soft skills are more important.” “Both in a remote region and rely almost exclusively on a casual workforce. The right “We’re soft skills are essential; we provide training for the technical skills.” get our really good staff to mentor new staff. They see good practice and how it “We meets our values.” descriptions list the required soft skills.” “Position need people who can make good decisions in the grey areas, where there is no “We clear right or wrong answer.” staff must be culturally aware, take time to build trust with families, not make “Our assumptions and always ask questions if they are unsure.” rely heavily on feedback from people and their families on their satisfaction with “We staff.” Transitioning existing staff have some great staff who really get community inclusion. We ask them to share “We their experiences with other staff.” are taking a person-centred approach to our staff now. We asked staff why they “We were resistant to change. They told us they don’t feel valued and couldn’t play to their strengths.” have put in significant effort to buddy, mentor, supervise and train existing staff. “We Some end up leaving and in many cases this has been the best outcome for everyone.”
How difficult is it for staff to ‘step back’ in their role as a paid supporter and build informal supports? 6. Sharing ideas and practice The following quotes were made by our Community of Practice reflecting on their current workforce and readiness for the NDIS Recruitment “We changed from a three day orientation course to a three day paid training course prior to employment to assess suitability for positions and a match with the organisation’s values. Not everyone is offered a position at the end of training.” “Potential complete a one page personal profile that tells us about them and their strengths. People with disability are always on the interview panel.” “We employ people on a contract to provide support to just one person. They know they have work for as long as the person with disability wants them.” “We offer TAFE placements to students and get a good idea of whether they will be a fit for our organisation when qualified.” “Six weeks is the critical point in employment. If a person is not performing by then, waiting for the three month probation period to end is too late.” Hard and Soft Skills “Both hard and soft skills need to be balanced but soft skills are more important.” “We’re in a remote region and rely almost exclusively on a casual workforce. The right soft skills are essential; we provide training for the technical skills.” “We get our really good staff to mentor new staff. They see good practice and how it meets our values.” “Position descriptions list the required soft skills.” “We need people who can make good decisions in the grey areas, where there is no clear right or wrong answer.” “Our staff must be culturally aware, take time to build trust with families, not make assumptions and always ask questions if they are unsure.” “We rely heavily on feedback from people and their families on their satisfaction with staff.” Transitioning existing staff “We have some great staff who really get community inclusion. We ask them to share their experiences with other staff.” “We are taking a person-centred approach to our staff now. We asked staff why they were resistant to change. They told us they don’t feel valued and couldn’t play to their strengths.” “We have put in significant effort to buddy, mentor, supervise and train existing staff. Some end up leaving and in many cases this has been the best outcome for everyone.”
SDF_CII_CoP_Topic_2_-_Accesssible.docx