What does it mean for workers to be well?

30% of child welfare professionals today—those working in foster care agencies, group homes, child protective services, and more—will not be working in this system next year, according to Casey Family Programs. 

“As a program manager, that was one of the most frustrating realities of leading a team responsible for such important work: When we finally got new people hired and trained up, three or four months in, they decided to work in another industry. That impacts the morale of the entire organization,” explains Myca Jeter, CWEL’s Director of Clinical Bridge.

You know turnover is a significant issue. And you see that when the system doesn’t have enough competent workers, it’s the kids and families who suffer. 

So, let’s discuss why workers leave and how those who stay face burnout and stress. And, if workers’ well-being is a mirror that reflects back on organizations, what would it take to build something better? 

Why workers leave: factors that harm workforce well-being

The following are key reasons for turnover in child welfare:

• A lack of professional development opportunities. 
• Secondary trauma from experiencing a high-stress environment without sufficient organizational support.  
• An added challenge for Tribal child welfare workers of navigating multiple jurisdictions and acting as a shield for tribal sovereignty.

Why those who stay, suffer: Case Manager burnout

As Myca explains, when workers leave, it affects “the morale of the entire organization.” Already busy teams must partner with more children and families, and this often accelerates the path to burnout. 

In addition, managers and supervisors may not always know how to manage the work and their teams. Many professionals don’t have the space to build authentic connections and share the workload together. 

But we also know there are plenty of reasons to stay, one being that it is possible to build a work culture that works for people.

Your call to action as a child welfare organization 

• Design psychologically safe teams, where people can share unpopular ideas, own their mistakes, and show up as their authentic selves without fear of consequence.
• Support employees who experience secondary traumatic stress and limit factors that compound it. For example, implement boundaries on your team to limit disclosure of family experiences. Additionally, create a culture that encourages seeking professional help to build self-compassion and resiliency skills. Finally, encourage staff to take time off and unplug, and make sure there is an expectation that people can truly be off when they are out. 
• As a supervisor, maintain strong relationships with your team. When you and a teammate experience a fracture, there is an opportunity to be vulnerable with one another and deepen connections. 
• Partner with us to receive tailored strategies in your jurisdiction that will help you retain professionals by centering their well-being.