This document contains the feedback and recommendations from participants of the October 20, 2020, NCWWI Innovations Exchange on Culture, Climate, Work Conditions, and Benefits.
Document Category: Organizational Culture and Climate
This infographic presents data on who experiences burnout, what predicts it, and how child welfare organizations can address it.
This summary describes the findings of a study that examined moral distress experiences among 1,879 public child welfare caseworkers and how internal and external constraints contribute to experiences of moral distress.
This document summarizes a study that examined worker, client, agency, and societal factors that predict the time frontline child welfare workers spend in direct client contact. Understanding these dynamics can help child welfare leaders support the frontline workforce in increasing direct contact time with the vulnerable children and families being served.
A summary of workforce research evidence on employee engagement relevant to the child welfare field.
This is a brief summary of a digital dialogue between Cambria Rose Walsh and Alan O’Malley-Laursen, leading experts in the Child Welfare and Family Services field and 225 child welfare stakeholders from around the country. The brief discusses reasons why many child welfare staff leave within the field within the first year and compiles key …
This document provides an overview of workforce development by addressing recruitment, retention, secondary trauma and burnout, job complexity, worker education, and internalized messages from the media about child welfare. This overview aims to address these challenges by exploring innovative approaches to organizational climate and culture and ways to support staff.
This document summarizes a NCWWI webinar that showcases the development, implementation, and outcomes of ChildStat, a creative, data-driven, systemic leadership initiative. Link to webinar is included.
This article discusses the four dynamics that frequently work against inclusiveness in many organizations: (1) people gravitate toward people like them; (2) subtle biases persist and lead to exclusion; (3) out-group employees sometimes try to conform; and (4) employees from the majority group put up resistance.