Covid 19, the pandemic and endemic 2020-2022
In 2020, Hollies closed temporarily, and practitioners spent 3 months at home during the initial lockdown. As a company, we topped up all practitioners’ salaries to 100%. We did not want to place our team under additional financial pressures and envisaged that this financial support, would secure our workforce for the future.
When we re-opened and continued to live through the pandemic daily, the health and well-being of our practitioners was at an all-time low. Consistent high absentee levels due to self-isolation and positive testing, working in an alien way within bubbles and adhering daily to consistent pressures and restrictions, changed the dynamics and make up of our workforce.
Entering the endemic and returning to a more normal way of working 2022-2023
Historically, within the early years, practitioners do not have time to think about themselves and quite rightly, as our children remain a priority.
However, over the last 21 years, the health and well-being of our practitioners has been important to us as a company. We have always strived to value practitioners, and provide a positive environment within which everyone develops, grows, and reaches their full potential.
Below lists some of our health and well-being incentives in 2022 and 2023:
- In October 2022, we retained our public health Wales award at bronze level and will apply for the silver award in the spring.
- Bathroom areas display health and well-being posters for practitioners.
- Health and well-being plans have been in place for 5 years. Plans are discussed during supervision sessions and an action plan is put into place to provide ongoing support.
- The notice board in the staff room promotes healthy eating ideas.
- Well-being books are placed in the staff room for practitioners to read.
- Healthy eating magazines are available.
- We purchase healthy breakfast cereals on a weekly basis to ensure practitioners have a healthy start to the day.
- The staff room offers head, hand, and feet massagers to encourage practitioners to relax during break times.
- We introduced a well-being newsletter in November listing local wellbeing clinics, exercise classes etc.
- We funded all flu vaccinations for practitioners in the autumn 2022.
- We plan to introduce healthy bake offs in 2023.
- We regularly replenish a Staffbucks initiative in the staff room which offers a selection of hot and cold drinks and snacks daily.
- Many of us were involved in the Muddy 5 K in the summer which offered exercise and lunch as well as raising money for Marie Curie.
- Fruit bowls in the staff room ensure practitioners have their recommended 5 a day.
- Practitioner of the month award. This is voted for by practitioners, with accompanying comments identifying individual qualities.
- Workplace anniversaries are celebrated and include additional holiday days and gift vouchers.
- Texts are sent to the team to celebrate individual birthdays and workplace anniversaries.
- Staff bonding days are organised once or twice a year and partially/fully funded by Hollies.
- During the random act of kindness week in February, practitioners shared small gifts and a cake was specially made for the team to say a big thank you from Hollies.
- We identify events and celebrations in the New Leaf well-being calendar on a monthly basis. In February we celebrated the British Heart foundation day. Took our blood pressure, exercised, and ate healthily.
- Staff meetings – practitioners are part of the decision making.
- Richard Parks- motivational speaker addressed the team during our whole team training day in January 2023. Richard is a personal friend and he spoke openly about the challenges of mental health and the personal goals he set himself which enabled him to achieve success. As well as many sporting achievements, “being the fastest brit in history to ski solo to the South Pole unassisted”.
Given the current climate we find ourselves in, it is difficult to quantify or conclude if any of the above incentives contributes to staff retention as the sector is facing one of the biggest recruitment and retention challenges ever. Despite our best efforts, we continue to lose practitioners, with many of them leaving childcare and entering a new career.
Whilst we do our best to contribute positively to health and well-being on a daily basis, we also accept that everyone is different. What motivates us intrinsically and extrinsically, our values, beliefs social and economic drives, all differ from one individual to another which dictates success. There is no “one size fits all”
We currently employ a team of 37 practitioners across two sites. Therefore, using a wide range of strategies and incentives, listening to practitioners, and identifying their individual needs will hopefully bring about positive changes.
If our practitioner’s health and well-being is high, they are more likely to work together positively as a team, share ideas and motivate each other. These positive ways of working are transferred to the children who benefit from adults around them who are encouraging, positive, happy, and eager to explore new opportunities. Involving parents in our initiatives also embeds our partnership. We share our initiatives with our parents, with many supporting us on our Muddy 5 K run as well as sponsorship for charitable causes.
Whilst there is no doubt of the benefits of the above, we must also acknowledge that there are external factors which are out of our control.
However, as always, we will continue to provide an environment within which our practitioners feel safe, supported, valued, and empowered. We strive to do our best each day for our children, parents and team.