Dimensions, one of the UK’s largest not-for-profit providers supporting people with learning disabilities and autistic people, has taken a proactive and collaborative approach to improving employee remuneration across its 6,300-strong workforce.
The organisation has a long-standing recognition agreement with UNISON and has embedded a “no surprises” approach to the relationship and collective bargaining. The agreement ensures transparent, collaborative negotiations and includes mechanisms, such as national and local forums and a dedicated union convener who engages in weekly meetings.
The organisation actively shares financial information with UNISON to build trust and co-design pay strategies. This collaborative effort has been key in achieving Dimensions’ mutual goal with the union: to pay frontline colleagues as much as feasibly possible.
Investing in the Real Living Wage
In 2022/23, given the severe recruitment and funding challenges faced at the time, with the Board’s permission, Dimensions reduced its modest surplus and used some of the organisation’s reserves to invest more than ever before into pay for operational colleagues. As a result, support workers were paid the Real Living Wage in as many regions as possible.
By paying the Real Living Wage to over 90% of operational colleagues from September 2022, voluntary staff turnover dropped from 29% to 19% and continued to fall further to 17% in subsequent years.
While pay was not always cited as the primary reason for staff leaving the organisation, its importance had grown significantly across the sector, and Dimensions’ data suggests that their investment had a direct, positive impact on retention.
Focus on flexible working
Outside of pay, a particular focus has been placed on flexible working, which has been particularly useful for operational staff. Dimensions acknowledged the complexities of applying this fairly within a rota-based environment where the needs of the people supported are of utmost importance but has committed to practices like providing rotas several weeks in advance to help with planning colleagues’ personal lives.
Prioritising wellbeing
Wellbeing is another key priority. Dimensions already had measures in place, such as mental health first aiders, but has gone further and created a dedicated working group to assess what’s working in practice.
Dimensions provides clear qualification pathways through an academy, and its ‘Aspire’ programme has supported 70% of participants into career growth, with only 1% later leaving the organisation. They also fund qualifications beyond the minimum required, recognising that support work is a skilled profession.
Communication to support retention
The organisation also recognises the importance of strong internal communication to ensure staff can engage with support that’s available. Staff feedback is continually gathered through surveys, forums and engagement, with clear explanations given where actions can’t be taken.
Dimensions has embedded a strong listening culture and continuously seeks feedback to improve the employee experience and ensure pay remains fair.
Looking ahead, Dimensions is facing a significant financial challenge with the impact of national insurance increases and contract funding that is crucial to deliver its upcoming pay review and continuing its commitment to paying the Real Living Wage wherever possible, to maintain the positive impact on retention and recruitment.
The ability to retain support staff is vital to the wellbeing of the people supported This avoids the necessity for people to adapt to a new support worker working in their home who needs to understand how they communicate and all of their support needs.