Child protection social workers’ turnover : the perspective of former social workers employed in this area

Abstract

turnover. The main purpose of this study is to explore the different factors that contribute to a high turnover amongst social workers within the Child Protection Services located in Malta. The experiences of former Child Protection social workers, together with the reasons as to why they requested a transfer to another area, or why they left the area will be analysed. A qualitative study was undertaken, whereby seventeen interviews were conducted with former Child Protection social workers, who are currently still involved in the social sector. The data collected was analysed by having made use of thematic analysis. The study suggests that exhaustion is a strong predictor of staff turnover, as it was the most mentioned factor by the participants as having influenced their decision to leave the area. However, burnout, insufficient support derived from their service area leaders and higher authorities, physical injuries, threats and undefined working hours were also highlighted as other reasons which led some of the participants to leave the area. Furthermore, through the demographical data gathered about each participant, it seems that the number of years of experience prior to working at Child Protection Services, being a parent and being older in age are also contributory factors of staff turnover. With regards to insufficient remuneration, training, supervision and team support, this study suggests that they are peripheral contributory factors as they were not mentioned as factors that led any of the participants to leave the area. However they were acknowledged as factors which might influence turnover. Through the results of this study it is evident that various factors may incline Child Protection social workers to leave the area, including factors which are personal, organisational and external. Undeniably, finding ways that help in slowing down staff turnover is vital, especially as it could minimise the costs incurred with staff turnover. To achieve a slower staff turnover, changes within the organisation might be necessary, including lowering the caseload of the workers, as well as providing the workers with more support, team-building sessions, safety measures and on-going training. Changes in policy might also be essential, especially with regards to mandatory reporting as the latter could help in easing the pressures faced by workers.