Recruitment should be part of your opening plan
Finding a suitable property, preparing policies and progressing registration are important milestones. But a home also needs the right people, recruited safely and prepared to deliver its statement of purpose. Leaving workforce planning until the final stages can create avoidable pressure.
Start with leadership
Map the responsibilities of the Responsible Individual and proposed Registered Manager early. Consider the home’s needs, the manager’s relevant experience, the leadership structure and who will recruit, induct and supervise the wider team. A manager opening a new home may need different strengths from one taking over an established service.
Build the team around the children you intend to support
Work backwards from your proposed model of care: staffing ratios and rotas, waking nights or sleep-ins, experience with complex needs, behaviour support, training, supervision and contingency cover. Test whether the staffing model remains safe during sickness, annual leave and vacancies.
Practical opening checklist
Agree the leadership profile; establish realistic recruitment lead times; map required roles and shift coverage; plan safer recruitment checks; budget for induction and training; identify contingency staffing; and make sure staffing plans match the statement of purpose.
CANDL perspective
In our experience supporting pre-registration leadership searches, the appointment is about more than filling a vacancy. The right leader may be helping shape the culture and team before the home opens. That is why we start with the service, not just the job description.
Further reading / source: https://www.gov.uk/government/publications/register-a-childrens-home/apply-to-register-a-childrens-home
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