Veiledning for nyansatte i barnevernet

Abstract

Myndighetene ønsker å innføre veiledet førsteår for nyansatte i barnevernet, med hensikt om å redusere frafall, samt å bidra til profesjonell utvikling av nyansatte. Dette prosjektet hadde som formål å undersøke hvor langt man har kommet med å innføre veiledning for nyansatte og øvrige ansatte i det kommunale barnevernet. Deltakerne i studien besto av ansatte i det kommunale barnevernet (N = 228), hvor 71.7 % av respondentene hadde lederansvar. De ble invitert til å fylle ut et elektronisk spørreskjema. Resultatene av studien viste at det til en viss grad var etablert veiledning i den kommunale barneverntjenesten, men veiledningen som tilbys er av varierende karakter. Det kan imidlertid stilles spørsmåltegn ved kvaliteten på den faglige veiledningen som ble gitt i tjenestene, da det var stor variasjon i veiledernes formelle kompetanse. Videre fant vi at ikke alle nyansatte hadde tilgang til systematisk faglig veiledning på det tidspunktet vi gjennomførte undersøkelsen. Dette hang sammen med ressurstilfang og tilgjengelig kompetanse. Et annet funn i denne studien var at om lag en fjerdedel av de ansatte i den kommunale barneverntjenesten ofte vurderte å slutte i jobben sin, og at det veiledningstilbudet som finnes i tjenestene i dag ikke synes å ha noen effekt på ansattes ønske om å slutte. Dette er funn som bør undersøkes nærmere.

There are extensive requirements to employees in child welfare services, and workers within these services have to deal with many professional, ethical and juridical challenges. The child welfare services have difficulties when it comes to recruiting and retaining qualified personnel in countries across the world. The child welfare services have high attrition rates, which also may have consequences for the quality of the services offered. Several disadvantages associated with being a child welfare worker have been studied extensively. Supervision has been suggested as a solution to reduce high turnover rates and to contribute to the professional development of new employees. Norwegian authorities have initiated implementation of supervision for new employees in the child welfare services, and the aims are to reduce dropout and to contribute to the professional development of new employees. This project aimed to examine the status quo in terms of supervision within the child welfare services. The participants consisted of employees in the municipal child welfare (N = 228), where 71.7% of respondents had managerial responsibility. They were invited to fill out an online questionnaire. Results of the study showed that supervision was established only to a certain extent, and the content of the supervision was of varying character. There was considerable variation in the supervisors' formal qualifications. Furthermore, several new employees did not have access to systematic professional supervision at the time we conducted the survey. This was related to a lack of resources and available expertise. Another important finding in this study was that about a quarter of the employees in the municipal child welfare service often considered quitting their 4 jobs, and that supervision provided within the services today did not seem to have any effect on employees' intention to quit. These findings should be investigated further.