Overseas recruitment of social workers is not a straightforward solution to recruitment and retention issues in the sector. Challenges include organisational and cultural differences and a lack of experience of managing international social workers (ISWs) in England.
- Authors Sue Hanna and Karen Lyons
- International Social Work, Vol. 59
Recruitment of overseas social workers needs to take into account service and staffing developments which would facilitate them in their role.
Policy and practice context
- Social work and social care staff shortages and high staff turnover have been challenging children's services in England in the last decade (Research in Practice, 2015). The number of overseas social workers in the UK has been increasing until the last year. Figures provided to CYP Now by the Health and Care Professions Council (HCPC) show that the number of successful ISW registrations in England increased between 2013 and 2017 from 203 to 447.
- To date, the motivations and experiences of internationally mobile social workers are under- researched. Hussein et al.'s (2010, 2011) study of ISWs in England added to the empirical evidence base about the issues facing employers and recruits.
This small exploratory study explored the post-arrival integration, professional practice and development of a sample of 28 ISWs in selected London boroughs and bordering county councils drawing on interviews with 15 managers with experience of working with ISWs. ISW registration is higher in London authorities than the rest of England.
Key findings
- ISWs relocate to the UK for a range of professional reasons including continued professional development (CPD), career advancement, and improved pay and working conditions.
- Managers expressed concerns about the readiness for practice and initial shock involved for international staff (wherever they come from) in adapting professionally to the work in and around London, reflecting the background of intense scrutiny and accountability to which statutory child and family social work services are subject in the UK.
- Managing ISWs is a complex, labour-intensive task particularly with staff new to the UK and from dissimilar jurisdictions and welfare regimes. Assumptions about what people know and do not know cannot be taken for granted.
Implications for practice
- The findings of this study suggest that overseas recruitment in the UK is not a simple answer to alleviating gaps in labour force capacity. In order to maximise the economic investment and professional benefits entailed in recruiting ISWs, it is essential for policy and organisational initiatives to provide appropriate support for both ISWs and the people who manage them.
- Support could be provided to ISWs and their managers in a number of ways. First, at an interpersonal level through the appointment of peer mentors. This could also be an instrumental benefit to colleagues if peer mentoring was recognised in their CPD. Second, through the publication of national guidelines by the HCPC which could support recruitment agencies to be specific about the aims and content of induction problems for ISWs.
- Findings from this research also suggest that it may be timely for national registration bodies and international professional associations to acknowledge that ISWs require more than an examination of their qualifications in order to work abroad.
FURTHER READING
Related resources by RiP
- Social work recruitment and retention: Strategic Briefing (open access)
- Building emotional resilience in the children and families workforce - an evidence-informed approach: Strategic Briefing
- Supporting emotional resilience within social workers: Practice Tool
Related resources by others
- Experimental statistics: Children and family social work workforce in England, year ending 30 September 2017
- BASW Professional Capabilities Framework
The research section for this special report is based on a selection of academic studies which have been explored and summarised by Research in Practice, part of the Dartington Hall Trust.
