Boosting workforce retention: advice from an experienced ECEC leader

Over the past fortnight The Sector has shared segments of Eleni Svarnia’s story, exploring her experiences of working in regional and remote services, and on the importance of sustainable, self created resources. 

 

In this final segment of her story, Ms Svarnia shares her experience of building and growing a staff team from 10 staff to 30, boosting the capacity of her service from 50 to 95 per cent in just six months. 

 

“When I started, my centre was at 50 per cent capacity with 10 staff members, all Australians,” she explained. 

 

“I don’t know why we did not have any diversity (represented in our staff members). It was bizarre for me because I’m not used to it.”

 

Her current staff team and families see this representation in a more balanced way, with 25 different nationalities represented amongst staff and children and their families. 

 

After some initial movements during her first year of leadership her staff team is now stable, with very little movement from staff members. 

 

Being open to taking students for placement was an integral part of boosting her staff numbers, she explained. 

 

“I reached out to schools, and all the early childhood education institutions like TAFE. I asked them, ‘Do you have any students for placement?’ because I love having students,” she explained. 

 

“Some centres see students as another responsibility, but I see them as an opportunity. You can train people who have never worked before to be amazing educators. When they’re fresh and they haven’t seen other centres, they can be mentored very well. That’s what happened to me; I had the best experience. The first placement is the most important.”

 

From two TAFE students her staff team has grown, thanks in large part to placements, and also to referrals from those within the sector. 

 

“We love volunteers too,” Ms Svarnia said. “If one of the 10 volunteers is good, that’s a success, because they can be an amazing educator.”

 

Many of her staff are navigating a new life in Australia, something relatable for the experienced Director, who remembers her own experiences, and the stressors of bureaucracy such as the IELTS (International English Language Testing System).

 

“That’s why I keep my team and I’ve got good staff retention,” she said. 

 

“I won’t go against them and say, ‘No, you can’t have this day off.’ I will be like, ‘Yes, you can have it’ because I went through that. I know it’s not easy.”

 

“It’s stressful and it costs you a lot of money, everything that they must do to stay in the country. People like my staff, they don’t do childcare (sic.) because they don’t have any other option. They do it because they love it. Even to study childcare can be expensive.”

 

The power of social media, word of mouth and community reputation 

 

Ms Svarina has promoted the experience of her staff and the workplace culture she has created on social media, and believes directors should promote the children and activities, the staff, and themselves.

 

While social media may not be everyone’s cup of tea, it does make a difference to word of mouth and being a part of the community.

 

“Just imagine, how would you feel as an educator if you knew what your boss was doing,” she said, “or as a parent, seeing the director on camera? Wouldn’t that be cool?”

 

“My staff invite their family from overseas and everyone from the community to see what we’re doing. Now, our social media has almost 2,000 followers.”

 

Making a ‘fun’ post on a Monday has become a core part of the week, and one which starts things off on a fun foot. 

 

“One week we didn’t do it, and the week wasn’t as good,” she said. 

 

“The week after that, we did it again and the whole week was so much fun. I think it’s important to start the week positively. Of course, you can do it every week, but if you can, it makes a big difference. That was an experiment, and it worked.”

 

Through social media, the reputation of Goodstart Toowoomba – Glenvale Road grew. Ms Svarina promoted her staff and their diversity. “Everyone wanted to come and work for us. It was amazing,” she said, “Word of mouth has been great for us. And the relationships with the community and all the universities.”

 

To read parts one and two of Eleni’s story please see here. The original coverage of this story can be found on the Goodstart website, here.