by Sophie Baker

This is the second installment in Sophie Baker’s ‘What I wish I had known…’ series, where she reflects on her approach to practice when she started out – and what she would tell her younger self now.

As I perched on the edge of the two-seater sofa in the lounge, facing Vicki*, I knew I had made a big mistake.

Not because I was intimidated by her, but because I was frightened of her boyfriend, Danny*. He stood leaning against the doorway of the lounge, blocking the only exit, with his arms crossed and his anger palpable.

Neighbours had reported incidents of suspected domestic abuse after hearing Vicki and her two young children screaming and crying.

I was freshly qualified and had been told that the police had asked Danny to leave the home, so I hadn’t been expecting him to be there.

He was immediately angry that a social worker was visiting and did not feel it was necessary. He denied that the children had been impacted by the arguments and described the neighbour who had referred them as nosy and interfering.

His eyes were bulging and he kept pointing his finger at me as he spoke.

In social work, we often visit families alone; many of these families are experiencing crises or challenges that can evoke strong emotions, like anger or fear. These situations make safety a crucial part of our practice.

Here are the lessons I wish I had known before I knocked on that door.

Making sure my supervisor knew where I was

It seems obvious, but it’s vital to let someone from your office know where you are at all times.

In this instance, I hadn’t told my supervisor where I was heading. This left me especially vulnerable.

I should have provided my supervisor with the details of whom I was visiting, the address and my estimated return time. We should have also agreed on a plan if I didn’t return as expected.

If I could go back, I’d also make sure to discuss the home visiting policy with my supervisor early on, so I was clear on how best I could be kept safe.

Better preparing my journey

Sophie Baker has over 20 years of experience working in children’s social care

I hadn’t thought through my journey to the family’s home. It was dark, it was raining and I had to park far away and walk through a poorly lit area.

By the time I reached the door, I already felt uneasy – not the best mindset for a home visit.

In hindsight, I should have parked my car as close as possible, ensuring it faced the exit and was in a space where it couldn’t be blocked in. I’d also avoid parking in a family’s driveway to ensure I could leave quickly if needed.

Before leaving my car, I’d take a moment to get my bearings so I wouldn’t feel disoriented. A great tip I’ve learned over the years is to keep your car keys in hand as you leave so you’re ready to unlock your car quickly.

Thinking about where I positioned myself 

During my visit, I unknowingly positioned myself with my back to the lounge door while speaking with Vicki.

This meant I didn’t notice Danny’s presence until he started speaking. His positioning against the doorway meant I was trapped in the lounge.  He could have easily stopped me from leaving had he wanted to.

At that moment, I felt incredibly vulnerable and unsettled. It made me realise just how important it is to be aware of my surroundings.

From that day forward, I made a conscious effort to choose a seat where I could clearly see both the exit and the entire room, ensuring that I always had a sense of security and control over my environment.

Trusting my instincts

Reflecting on that day, I think I sensed something was wrong as soon as Vicki answered the door.

She looked worried, but instead of pausing to ask if everything was okay, I pushed ahead with my introductions. I didn’t give her the chance to tell me that Danny was in the home.

If I could advise my younger self, I’d say to listen to those nagging feelings.

It’s perfectly acceptable to make an excuse and leave if something feels off. You can always return later with additional support, or, if you’re worried about someone’s safety, you can call your office or the police for assistance.

I’d also recommend asking directly who is in the property or if they’re expecting any visitors. This simple question can provide clarity and help you prepare for unexpected situations.

Being brave enough to ask a colleague to join me

Early in my career, I did not feel I could ask for someone to accompany me to visits. I felt that, by seeking help, I was admitting that I lacked the courage to be a social worker.

I think it’s completely normal to feel this way, especially in a profession like social work, where staff strength and resilience are celebrated. However, I now know that asking for help is actually a sign of self-awareness, not weakness.

Visiting in pairs can prove vital. Not only does it provide added safety, but it’s also a great opportunity to observe and learn from others.

On a subsequent joint visit, I remember witnessing a colleague’s compassion as she sat beside a mother experiencing postnatal depression and held her hand.

That moment profoundly influenced my practice and taught me the importance of empathy and human connection.

The impact of fear

When people are angry, it can feel very scary.

During my conversation with Danny, my fear affected my ability to respond effectively.

I became flustered, interrupted him and struggled to find the right words, desperate to help him see how his alleged behaviour could be affecting his wife and children.

Unsurprisingly, this only escalated his frustration.

He started speaking louder. His tone became sharper and more aggressive, his body posture stiffened and his jaw was clenched. He was also muttering under his breath and scoffing at my efforts to explain why I was worried.

Learning to listen

In that moment, I felt unsure as to how I was going to calm the situation, but, over time, I’ve learned techniques to help de-escalate tense situations.

The most valuable lesson? Stop talking and listen. Let people express their feelings without interruption.

I learnt how to use a calm, steady voice and have open body language. Reflecting peoples’ emotions back to them can help too with phrases like, ‘I can see this is really upsetting for you’ or ‘I understand how frustrating this must be’.

Sometimes, just giving someone space to vent can help them feel heard and ease their tension.

Being mindful of language

I should have given more thought as to how Danny and Vicki were feeling about my visit. Home visits by social workers can feel intrusive, so building rapport and trust from the start is crucial.

Additionally, I fear the language I used felt accusatory and critical. This has made me mindful of ensuring families feel heard and supported before diving into the gritty details.

By focusing on building partnerships and genuine connections early, I found parents were more likely to co-operate and accept help.

Trust cannot be built immediately, but we can help move things along by proving early on that we are collaborative, reliable and consistent.

Fear can distort priorities

Looking back, this visit taught me the danger of fear unconsciously distorting our priorities.

If the children had been present, I might have overlooked their needs due to feeling so intimidated. Fear could have led me to rush the visit or avoid direct interactions with them.

It’s important to ensure our safety so we can think clearly and offer the best possible support to the family we’re working with.

I’d remind my younger self to pause, take a breath and remain focused on the children’s wellbeing, even in challenging situations.

*Names have been changed for anonymity.

The youngest children are at increased risk of harm due to growth in the numbers of parents with mental health and substance misuse issues, research has found.

Directors linked the trends in parental needs to poverty, inadequate housing and the legacy of pandemic, and said they were leaving infants at risk of neglect and physical injury.

The findings were reported in the latest phase of the Association of Directors of Children’s Services’ (ADCS) Safeguarding Pressures research series, through which it has analysed demand for, and provision of, children’s social care since 2010.

Phase 9 of the series covered 2022-24 and was based on data from 124 local authorities, extrapolated to cover all 153 councils, survey responses from 86 authorities and interviews with 34 directors of children’s services.

Growth in parental mental ill-health and substance misuse

Department for Education (DfE) data has revealed growth in the numbers of children in need assessments which identified parental mental health or substance misuse problems between 2022 and 2024. According to the DfE’s children in need census:

• Parental mental health concerns were identified 165,480 times in 2023-24, up from 158,330 in 2021-22, a rise of 4.5%. This made it the most common factor identified following an assessment, replacing domestic abuse where a parent is the victim, for which there were 160,600 cases in 2023-24, a similar number to 2021-22.
• Parental alcohol misuse concerns were identified 72,410 times in 2023-24, up 3% on 2021-22 (70,310).
• Parental drug misuse concerns were identified 70,940 times in 2023-24, up 5.8% on 2021-22 (67,010).

Three-quarters of respondents to the ADCS survey said issues arising from a deterioration in parental mental health had increased pressures on their services over the past two years, while two-thirds said the same about parental substance misuse.

Increased numbers of infants at risk

Directors said this was leading to increasing numbers of infants being at risk of, or experiencing, serious harm, particularly neglect or physical injury, and they linked the rising levels of parental need to family levels, poverty and inadequate housing.

Most directors reported increasing demand for children’s services from poor quality housing, homelessness and families experiencing poverty as a result of welfare reforms.

They also linked increasing parental mental health issues to the legacy of the pandemic, new parents lacking experiences of “good enough parenting” from their own childhoods and cuts to other services, such as health visiting provision.

In response to the findings, sector what works body Foundations said they underlined “the need to provide effective mental health support for parents”, including through parenting support. Its deputy chief executive, Donna Molloy, said it would shortly produce guidance for councils on “proven interventions” in relation to parenting support for families in contact with children’s social care.

Rising numbers of initial contacts but referral numbers fall

Councils reported a rise in initial contacts regarding safeguarding concerns, continuing a trend dating back to 2007-8, with the number received in 2023-24 (3,001,339) 8% up on the 2021-22 total. Two-thirds of the 2023-24 contacts came from the police, health or education.

However, the DfE’s census has shown a decrease in the number of referrals to children’s social care, which fell from 650,270 in 2021-22 to 621,880 in 2023-24, as well as in the number of children in need plans and child protection plans from 2022-24.

The ADCS found that councils accepted 22% of contacts in 2023-24 as a children’s social care referral (compared with 24% in 2021-22). Fourteen per cent were passed to early help (down from 16% in 2021-22), 30% signposted to other services or resulting in the provision of information and advice (33% in 2021-22) and 23% resulted in no further action, up from 16% in 2021-22.

“This suggests that much of this demand is being managed through an increased early help offer and by local authorities acting as a central point for offering information, advice and signposting to other services on behalf of the local partnership,” the ADCS said.

Increased use of early help

Despite the drop in the proportion of contacts referred to early help from 2022-24, the ADCS said the number of such referrals had grown by 93% from 2015-16 to 2023-24, from about 224,000 to 431,000.

Two-thirds of survey respondents said they had increased their provision of early help and targeted family support services from 2022-24. This included the establishment of family hubs, which provide a range of support services to families in a single place and for which half of local authority areas have received funding since 2022.

The ADCS said family hubs were “viewed very positively” by directors, with three-quarters of survey respondents saying they had set up such services, including some who had not received government funding.

The association added that councils had also relied heavily on funding from the Supporting Families programme, under which families with multiple needs are provided with multi-agency support, co-ordinated by a lead practitioner, and for which councils have been provided with £695m from 2022-25.

Last November, in a move strongly welcomed by ADCS, the government scrapped the payment by results element of the scheme, under which most councils received some money up front with the rest delivered based on the outcomes achieved for families.

Rollout of family help

Looking ahead, the government has allocated £250m in 2025-26 to roll out the family help model, under which councils provide multidisciplinary support to families in need by merging existing targeted early help and child in need services and bringing in staff with expertise in areas such as domestic abuse.

The model is being tested in the 10 families first for children pathfinder areas, though ADCS found that some other councils were adopting a similar approach.

In relation to looked-after children, the ADCS report charted the significant rise in the number of unaccompanied children, which grew by 30% from 2022-24, from 5,680 to 7,380, according to DfE figures.

The ADCS also highlighted the changing composition of the group, with the proportion of boys rising from 90% to 96%, and the proportion of those aged 16 or 17 increasing from 86% to 89%, from 2020-24.

Concerns over care of unaccompanied children and care leavers

Despite the government’s National Transfer Scheme – which aims to ensure unaccompanied children are more evenly spread throughout the country – the ADCS found numbers were far higher in the South East, where the vast majority of young people arrive, than in other regions.

Directors said that the “absence of national planning and support to enable an effective and sustainable asylum system was a source of real concern”. They also reported struggling to provide young people with the trauma-informed care and support they needed.

The ADCS also highlighted the number of care leavers who were former unaccompanied children, which grew by 25%, from 11,640 to 14,560, from 2022-24, and warned that councils were being under-funded to support them.

‘Shortfall in care leaver funding leaving young people at risk’

It cited a report last year by East Midlands Councils, which said that Home Office funding covered just 59% of the costs of supporting former unaccompanied care leavers, with the region’s annual shortfall in cash rising from £5.2m to £7.5m from 2020-24.

“Respondents to both the survey and interviews described how a lack of access to education, employment and appropriate therapeutic support leaves young people in limbo, exacerbating
mental health difficulties, risk of exploitation and involvement in unlawful activity, such as modern slavery,” the ADCS said.

A growing workforce but concerns over experience and agency use

The Safeguarding Pressures report also referenced the fact that the number of social workers in post in local authority children’s services reached a record high – 33,119 full-time equivalents – in September 2023, up by 4.7% on the year before.

The ADCS said that the increased numbers were largely newly qualified staff, “which can create pressures on more experienced colleagues”.

The report also noted that the number of agency staff in post also reached a record high (7,174 full-time equivalents) in September 2023, representing 17.8% of the workforce.

The association said that, while the 10 authorities with the lowest rates of agency use were all rated outstanding or good by Ofsted, seven of the 10 with the highest rates were rated inadequate with another two graded as requires improvement.

“[Directors] report that a negative judgement following inspection by Ofsted generates increased staff churn and reliance on agency social workers,” the report said.

Agency social work rules

In October 2024, the government began implementing rules on councils’ use of agency social work, which will be fully in force by October 2025. These include:

• A bar on staff with less than three years’ experience in a permanent role in local authority children’s services from taking up an agency post.
• A three-month ban on councils engaging social workers as locums within three months of them leaving a permanent role in the same region.
• Regionally agreed caps on maximum hourly pay rates for agency staff.
• Ensuring councils have direct management of staff supplied through agency project teams.

The ADCS is very supportive of the rules, but have called on the government to go further, by banning project teams outright for case-holding social work.

While the government has not committed to this, it has pledged to strengthen the agency rules by putting them into legislation and to extend them to non-social work roles in children’s services.

by Sophie Baker

When I announced my decision to study social work, the reactions from my family and friends were a mixture of disbelief and concern.

I was the child who clung to my mum’s coattails, shied away from meeting new people and flatly refused to try anything remotely out of the ordinary. For me to step into a field that demanded courage, resilience and confronting the unknown? It seemed unthinkable.

And yet, in 2001, aged 22, I found myself freshly qualified and wide-eyed in a children and families’ team.

Those first years were undoubtedly the most challenging of my career. But they taught me so much.

The whirlwind of the first few post-qualification months

Sophie Baker has over 20 years of experience working in children’s social care

In my first months as a young newly qualified social worker, I wasn’t just learning the intricacies of my new profession; I was also learning how to navigate the complexities of adulthood.

Moving out of my family home, figuring out how to pay bills, negotiating the ups and downs of a relationship with a demanding boyfriend and carving out time to laugh, dance, and drink cheap wine with friends – it was a lot.

Meanwhile, my professional world introduced me to different realities.

I worked with a teenager who had abused his younger sister, assessed a family living in constant fear of an abusive stepfather and supported a mother with bipolar disorder to create a safe and happy life for her children.

My personal and professional lives couldn’t have felt more different. By day, I was immersed in helping vulnerable families to make difficult changes. By night, I was a young adult trying to figure out my own path, laughing too loud and making mistakes.

During this time, I suffered from terrible imposter syndrome.  I was certain it wouldn’t be long until someone exposed me as a fraud.

I wish I had realised that somehow it would all balance out over time.

I wish I had known the value I brought

Naturally, one of my biggest fears was that families would see me as too young and inexperienced to help them.

It wasn’t uncommon for parents to question whether I could understand their struggles when I didn’t have children of my own. At the time, these challenges felt deeply personal.

“It isn’t me we are here to talk about,” I often responded, defensively.

Looking back, I cringe at those words because they shut down a real opportunity to connect. Families needed reassurance that they were in capable hands.

Behind my defensive response was my own insecurity – an uncertainty about the value I could bring so early in my career.

I wish I had known that my perspective, authenticity and willingness to learn were powerful tools.

Instead of rushing to prove myself, I should have leaned into the parents’ questions with empathy and curiosity.

I should have said, “Can you tell me what you’re worried about?”, or, “It’s clear how much you care about getting this right for your children.” Such responses acknowledge their concern and invite conversation.

I would tell my younger self, and newly qualified practitioners today, that families don’t need perfection or years of experience. They need someone who shows up, listens and works with them to find the best way forward.

I wish I hadn’t obsessed over theory

In my early days of practice, I often found myself overthinking every conversation and intervention, second-guessing whether I was applying the “right” theory or tool.

This focus on “getting it right” was in danger of distracting me from what mattered most.

My understanding of theories, models and tools developed as I grew, but now I recognise that it’s okay not to have all the answers.

Families don’t care what theory you’re drawing from or which framework guides your practice. They care about whether you treat them with honesty, respect and genuine care.

They value your ability to listen and follow through on your promises far more than the technicalities of your approach.

So, I wish I had let go of the pressure to name every model or approach.

What matters in the beginning is your willingness to learn and focus on what the family needs.

Celebrate those who’ve inspired you

Photo by Daniel Laflor/peopleimages.com/ AdobeStock

For our My Brilliant Colleague series you can write about anyone who has inspired you in your career – whether current or former colleagues, managers, students, lecturers, mentors or prominent past or present sector figures whom you have admired from afar.

Nominate your colleague or social work inspiration by filling in our nominations form with a letter or a few paragraphs (100-250 words) explaining how and why the person has inspired you.

If you have any questions, email our community journalist, Anastasia Koutsounia, at anastasia.koutsounia@markallengroup.com

I wish I had known supervision is a lifeline, not a test

I wish I had considered supervision an opportunity to grow professionally, rather than a test of my calibre.

I remember working hard to build what I thought was a trusting relationship with a mother until she requested a new social worker during a period of deteriorating mental health.

I felt hurt because we had always worked so well together, and I spent a long time worrying that I had done something wrong.

Sadly, I didn’t feel confident enough to explore my feelings, or how my experiences were affecting my practice, with my manager. I didn’t want to seem incompetent, overly anxious or incapable.

I wish I had opened myself up more meaningfully to emotional support and trusted myself to have those critical conversations that I came to rely upon as a more experienced practitioner.

I wish I had trusted that parents are the experts of their children

My lack of confidence led me to focus too much on risk and harm, rather than taking time to explore the strengths and aspirations of families.

I struggled to trust that parents were the experts in their own children and, although it is hard to confess, I wanted to be the author of their plans to gain control over the uncertainty.

An example was when I worked with a family where the father was arrested for viewing indecent images of children.

Despite the mother making excellent safeguarding decisions, including separating from him and supervising contact, I struggled to trust she would maintain this. This likely prolonged my involvement with the family, unnecessarily.

Managing risk is one of the most difficult aspects of social work. It is not an exact science and can feel like a heavy burden of responsibility.

However, I wish someone had reassured me that, while I shouldn’t be blindly optimistic, the best outcomes would happen when I worked with families, not against them.

I wish I had known that the time when I would be most successful in practice would be when I realised that social work wasn’t about eliminating risk. It’s about empowering people to manage and navigate risks independently, to become their own agents of change.

Share your story

Picture: daliu/fotolia

Would you like to write about a day in your life as a social worker? Do you have any stories, reflections or experiences from working in social work that you’d like to share or write about?

If so, email our community journalist, Anastasia Koutsounia, at anastasia.koutsounia@markallengroup.com

Hello, everyone! We’re Elizabeth Opeche and Veronica John-Sdiri, social workers reflecting on our journey so far. We’d like to share some insights and tips that could benefit fellow social workers, especially those starting their assessed and supported year in employment (ASYE) programme.

A journey of resilience

Elizabeth Opeche, social worker, Essex County Council

We have been engaging with newly qualified colleagues in Essex, who have shared some truly inspiring stories. We hope to contribute to this collective wisdom.

However, we would like to begin by reminding our readers that social work consistently tests your resilience, stamina and determination – qualities that are essential for success in this field.

The demands of case management, crisis intervention and various other responsibilities can challenge your ability to remain focused and proactive in high-pressure environments. Nonetheless, rest assured that you will not be undertaking this journey alone.

What has our experience been like?

Veronica John-Sdiri, social worker, Essex County Council

Overall, our time in social work has been overwhelmingly positive. We’ve been fortunate to be part of a supportive team where everyone is approachable and willing to help. This has made a significant difference as we transitioned from being students to professionals.

Here are some factors that facilitated a positive transition in our journey:

Good induction. One key factor in our smooth start was the thorough induction we received. If you’re new to your role and haven’t had an induction, we would highly recommend it!

Access to relevant training opportunities. Nurture a commitment to lifelong learning! Your employer’s intranet is likely a treasure trove of training opportunities. If you’re on the ASYE programme, make sure to explore these resources! Additionally, (and this will depend on the organisation you work for), we had a six-week training package titled  Embedding Professionalism for NQSWs. This course was a game-changer for us. It helped bridge our academic knowledge with practical application in our current work, enhancing both our confidence and effectiveness. You may want to check if this is available to you; your employer may have titled the programme differently, though it serves the same purpose.

Use of intranet resources. We found a wealth of information on the intranet, and we are sure you will too! Take the time to familiarise yourself with the intranet of the organisation you work for. Here are examples of what we found: up-to-date information on organisational policies, ethical guidelines, best practice information, resources for effective documentation, assessment and intervention strategies, links to peer support groups and supervision resources to promote collaboration and wellbeing. It is a valuable tool that can enhance your practice and support your professional development.

Be resourceful. Social work is a dynamic and multifaceted profession that often requires practitioners to pull information from a diverse range of sources. Therefore, we must be resourceful. Keep notes on everything you learn, whether digitally or in hard copy. Here are a couple of suggestions:

• Acronyms list: compile a list of acronyms used in your area. While minimising their use is encouraged, they often crop up in practice.
• Contact information: maintain a directory of organisations, including local services, with their contact details for quick reference.

Connect with peers. Make the most of the NQSW peer support group. It’s a fantastic platform for sharing your ASYE experiences, asking questions and benefiting from the collective support of your colleagues. Check with your peers to see if you’ve missed anything vital.

Collaboration is key. Our profession thrives on collaboration, with the people we support, their friends and family, and with other professionals. This helps us better understand the complexities of the situation and provides more effective support.

Reflect! Reflect!! Reflect!!! Engage in reflection regularly. Journaling is an excellent way to document your thoughts and experiences. It can be easy to forget the great work you do when you’re busy, so setting aside time for this will aid your reflections. To deepen your understanding and enhance your practice, consider asking yourself:

• What am I doing?
• Why am I doing it this way?
• How does the adult feel about it?
• What outcomes are they seeking?

Prioritise self-care. Social work is demanding, so it’s essential to prioritise self-care. We’re still working on this, but taking time for yourself – whether during lunchbreaks or designated wellbeing hours – can help recharge your spirit.

Take charge of your ASYE programme. Remember, you are on a fast-paced journey, and you are in the driving seat! Staying organised is essential. Here are some tips:

• Track deadlines: keep a calendar for supervisions, visits, observations and reflections. Aim to complete at least 85% on time while remaining flexible with the rest.
• Seek support: don’t hesitate to ask questions – there are no silly queries! Engage with your peers, attend team meetings and participate in ASYE forums. Our local authority has a practice forum, which has been particularly beneficial for us.
• Seek shadowing opportunities: be proactive about shadowing experienced colleagues to gain valuable learning experiences.
• Be proactive: everyone is busy, so you will need to be proactive in, for example, seeking shadowing opportunities, scheduling relevant meetings within your remit, including your supervision meetings, and asking questions if you are unsure.

Celebrate those who’ve inspired you

Photo by Daniel Laflor/peopleimages.com/ AdobeStock

We’re expanding our My Brilliant Colleague series to include anyone who has inspired you in your career – whether current or former colleagues, managers, students, lecturers, mentors or prominent past or present sector figures whom you have admired from afar.

Nominate your colleague or social work inspiration by filling in our nominations form with a letter or a few paragraphs (100-250 words) explaining how and why the person has inspired you.

If you have any questions, email our community journalist, Anastasia Koutsounia, at anastasia.koutsounia@markallengroup.com

What we wish we’d known: time flies in the ASYE year

One of the first lessons we learned was how quickly the ASYE year moves! Organisation is crucial, so be more organised than we were!

Plan the progression stages of the ASYE programme well in advance, just as you would have done during your placements. Submission dates can sneak up on you, and balancing team demands, casework and assignments can be quite challenging.

Conclusion

There’s so much more we could share, but these key points are a great starting place.

Remember, you’re not alone on this journey, and utilising your resources and support network is vital. Thank you for reading, and we wish you all the best in your social work endeavours!

Elizabeth Opeche and Veronica John-Sdiri both work as social workers in adult social care for Essex County Council.

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As a newly qualified social worker, I was wracked with guilt and shame when I found myself disliking a child I was working with.

These feelings snuck up on me, a slow burner perhaps, but however hard I tried to suppress them, they were real.

Charlie* was a pre-teen living in a residential setting. During our meetings, he would interrupt me, call me a liar and other names and tell me that he didn’t want me there. I felt thoroughly disliked by him. It was painful.

How could I live with myself? A social worker who doesn’t like a child? That wasn’t supposed to happen.”

I was so full of good intentions but dreaded my time with him. Initially, I couldn’t bring myself to tell my supervisor – I was sure she would judge me and question my professional competence.

But I soon realised I needed help. My feelings towards Charlie were starting to affect my decision making.

Understanding the dynamics of our relationship

The first hurdle was admitting my feelings to my supervisor.

Once I had overcome my fear and talked to her, she handled my admission sensitively and professionally.

Exploratory supervision helped me understand that, just because I wanted to build a partnership with Charlie, it didn’t mean that he wanted the same.

He didn’t want a social worker in his life and my efforts to relate and care for him were adding to his feelings of ambivalence and hostility towards me.

My resilience was certainly being tested.

I was leaving every visit feeling hurt, offended and angry.”

And so my supervisor and I started to unpick the power presence in our relationship. I had been left feeling like Charlie held all the power, but in reality, he held very little.

As a child in the care system, he had no choice but to have me involved in his life and had little say in where he was living or in how often he was able to see his family.

Polishing my trauma-sensitive lens

By thinking out loud with my supervisor, I reflected on the importance of understanding the reasons behind his behaviours towards me within the context of the trauma he had experienced.

I came to understand that Charlie’s history of neglect and abuse was a critical factor influencing his actions and I was helped to see him through a trauma-sensitive lens, rather than a lens that was muddied by my own feelings.

He had suffered multiple adverse events in his life which had no doubt impacted his ability to self-regulate and make trusting relationships. This was compounded by the several changes in social workers he had experienced.

With the best intentions, I had attempted – and expected – to get close to him and become a mentor, when he actually needed time to trust me.”

Recognising what my job was

Making sense of how trauma was affecting Charlie helped me take a more strengths-based approach to my work with him.

Instead of concentrating on his deficits and difficulties, I changed my use of language to help him develop his sense of hope and optimism around areas of challenge, like building relationships with other people.

I focused my time with him on praising his strengths, abilities and talents, and less on areas he could improve on.  This immediately seemed to relieve the pressure between us.

I moved from an adult ‘finger wagger’ to his loudest cheerleader.”

Up until then, I had thought that his ‘uncooperativeness’ had been getting in the way of me doing my job.  However, some soul searching on my part reminded me that working with his ‘uncooperativeness’ was my job!

Leaving my professional ego at the door

I continued to use supervision regularly to ensure my work with Charlie was focused on enhancing his development of a positive sense of self.

I continued being strengths-based; using an approach which came from true belief that he already possessed the skills and strength to build relationships and manage his anger.

As a practitioner, I learnt to leave my professional ego at the door. I learnt that people will not always be thankful for my efforts and good intentions and it was naïve and self-serving to think that they would.

Accepting the complexity of relationship-based work

Admitting that I didn’t like Charlie was an important step in building my professional confidence and sense of self.

I learnt that relationship-based social work is not about immediately getting others onside; it is far more complex.

My relationship with Charlie needed to be built with an understanding of his past trauma and the organisational context at play.

As a practitioner, I also needed to work on understanding and managing the emotions and feelings he evoked in me.

As my relationship with Charlie improved, I gained the confidence to view my feelings as signals that needed attention and reflection rather than as failings.

Accepting each other

Supervision became a driving force behind learning and growing in my understanding of both of our responses to each other.

By focusing on the cause of the behaviour, rather than the behaviour itself, Charlie and I built our relationship. He began to accept my involvement more easily.

I don’t think I can go as far as to say he ever looked forward to me visiting or that he liked having a social worker.

But, over time, we came to an unspoken agreement. He was the expert on his own life and experiences. It was my role to facilitate, not fix.

Charlie had just needed help in building the confidence to believe that he was capable of his own personal growth and change.

The government is urging more councils and children’s trusts to test its planned five-year programme of support for newly qualified social workers (NQSWs) in children’s services.

The Department for Education issued a second call for bids to trial the early career framework (ECF) today, after selecting eight organisations to do so last year.

The chosen organisations will help the DfE better understand the needs of early career children’s social workers, inform the makeup of the ECF and design an accompanying development programme for practitioners. They will get £50,000 for taking part.

Replacing the ASYE

Under the DfE’s children’s social care reforms, the ECF is designed to replace the 12-month assessed and supported year in employment (ASYE) with a longer-term programme of support.

This would be split into an initial two-year induction period for new staff, followed by a further three years of career development in which they would be enabled to specialise.

The policy is designed to boost social workers’ skills and knowledge, but also improve retention. This is in the light of feedback that practitioners struggled particularly in years two to four of their careers after losing the support provided through the ASYE.

In selecting the first eight ECF early adopters last year, the DfE specifically sought employers who were already providing support for NQSWs that stretched beyond the ASYE.

There is no such stipulation for the second round of early adopters, however, they must:

• Be Ofsted-rated good or outstanding (in the first round, ‘requires improvement’ authorities were permitted to apply).
• Appoint a minimum of 20 NQSWs in children’s services each year.
• Have sufficient capacity, flexibility and willingness to fully engage with the programme.

The DfE is particularly after councils or trusts from the East of England, East Midlands and Yorkshire and the Humber, regions that were not represented in the first round.

How to take part

To take part, organisations need to request the expressions of interest form by emailing SocialWork.ECF@education.gov.uk with their contact details.

You can also request, via the same email address, to take part in two online sessions – on 15 March (12noon to 1pm) and 20 March (2pm to 3pm) – to find out more.

The application deadline is 4 April 2024 at midday.

Joanne* recently completed the consolidation programme, a mandatory learning and development qualification for newly qualified social workers (NQSWs) in Wales.

“It was a good chance to consolidate and reflect on my practice and has been transformational in many respects,” she says. “But I am glad it is out of the way.”

All social workers who qualified in Wales on or after 1 April 2016 must complete the programme during their first three-year registration period.

They will do one of two courses approved by regulator Social Care Wales, both managed and delivered by partnerships of employers and universities.

The programme aims to develop skills and knowledge in applying analysis in assessments, collaborative working and applying professional judgment in complex situations.

It includes taught days at university, work-based training, observation of practice and self-directed study and reflection.

Juggling work and study

“I’m a bit of a research junkie and really like the theory element so that was enjoyable and the lecturer was great,” says Joanne, who works in adult services in South Wales.

But she says it was difficult to juggle work and study.

“You have a day at uni and then you’re back to your caseload,” she says. “You end up working nights and all through the weekend.

“My children have left home but other members of the team have teenagers and were very overwhelmed.”

Feedback on the consolidation programme

According to the latest data from Social Care Wales, there were 223 enrolments onto the rolling programme in 2022-23, with 183 achieving the qualification that year.

Feedback on consolidation is generally good, according to Tom Slater, education assurance manager at Social Care Wales.

The fact the programme can be completed within a three-year timeframe provides flexibility. “It recognises different people might be ready at different points in time,” he says.

But he acknowledges doing a qualification on top of the day job may be a struggle for some.

“That’s probably true of all social work qualifications when you’re doing it alongside a busy role,” he says.

NQSWs working for Cyngor Gwynedd Council, in the north west of Wales, generally embark on the programme after their first year in practice.

“It has been a very positive experience for us,” says workforce development manager Gill Paul.

“Those first three years are key to your development as a social worker and the consolidation process provides a structure that’s needed.”

The programme, which launched in 2012, has evolved over the years in response to concerns it was too academic, prescriptive and burdensome, with efforts made to ensure it was more flexible, work-based and relevant.

Sources of funding

The consolidation programme is normally paid for by employers. One of the sources of funding they can draw on is the Social Care Wales workforce development programme.

Social Care Wales does not restrict how local authorities use the funding, so it can be used to cover aspects like study release, workplace support and assessment and caseload protection.

Agency social workers may have to pay for and arrange the consolidation programme themselves, though this is dependent on the local authority where they work.

Covid-19 exacerbated pressures on services and longstanding workforce issues. A 2022 report for Social Care Wales exploring the impact of the pandemic on NQSWs found staffing shortages were having a significant impact on teams’ ability to support them or offer protected caseloads.

One NQSW who took part in the research said this contributed to their decision to leave children’s services.

“I wasn’t getting the supervision I thought I should be getting and top of that knowing that I was going to have to do the [consolidation] qualification this year made me decide,” they told researchers.

Wider workforce issues

It will be hard to provide good post-qualifying support unless these wider issues are addressed, stresses Samantha Baron, national director of the British Association of Social Workers Cymru.

“We can review the consolidation programme, change the content and requirements but you have still got NQSWs walking into teams with low morale, frequent staff turnover, unprotected caseloads and high numbers of referrals coming through, and that’s the perfect storm,” she says.

She believes there are important lessons for local authorities and policymakers in England, where a new five-year early career framework for children’s social workers is set to be introduced.

Positives include the fact it is built into professional regulation. “There is a lot of variability in England so if you want an early career framework you have to make it mandatory,” Baron says. “Pegging it to registration means employers have to do it.”

Many also highlight the benefits of good communication and strong partnership working between employers, higher education institutions and the regulator in Wales, and a genuine commitment to providing good post-qualifying support.

Value of link to pay and progression

Jenny Williams, who heads up the Association of Directors of Social Services Cymru’s workforce leadership group, suggests schemes that work best are explicitly linked to pay and career progression. These tangible incentives provide an additional motivating factor, especially when people are required to do the course on top of an already pressured day job.

While Wales is facing retention challenges more generally, Williams believes the programme plays an important role in supporting and retaining newly-qualified staff.

“It’s not that we’re seeing newly qualified social workers leave early, which would be a really worrying sign,” she said. “I think ultimately it does promote retention. I have seen some really good, long-standing social workers here who have gone through that route into management and I think there is a correlation between good support in those first few years and those workers staying. So there are loads of benefits of getting it right.”

*Name changed

Agile working practices such as hotdesking are failing to meet social workers’ needs in Scotland and employers should review them, a study has concluded.

Approaches in which people are not allocated a fixed desk and work at different times and locations depending on need have become increasingly common, but practitioners are consistently negative about them, found a five-year study into newly qualified social workers published by the Scottish Social Services Council (SSSC). 

Early career practitioners surveyed for the study highlighted agile working’s adverse impact on their access to peer support – for example, on returning to the office after a home visit – and the stress and time wasted looking for a workspace each day.

While agile working was received positively when it involved adequate desk space, spaces for quite and concentrated work and good access to peer support, this was rare, found the research by social work academics at the University of Dundee and Glasgow Caledonian University.

Stress and lack of peer support

“The majority of participants over the last five years have consistently described ‘agile working’ in negative terms,” the report said. “Many referred to the added ‘stress’ of trying to locate and secure a desk or workspace each day. Many commented on the distance between themselves and team members, highlighting the absence of opportunities for informal ‘debriefs’ (eg after home visits and meetings) and to have quick chats or
discussions about cases.”

Half of practitioners surveyed in the first year of the study said that agile working was in place in their organisation, rising to almost two-thirds (65%) in year five.

Citing the wider body of research into the practice, it said local authorities had generally adopted agile working to make efficiency savings, not in response to social workers’ needs.

Urging employers to review their approaches, the report said: “Social workers need opportunities to communicate with team members; they need ready access to managers and technology, as well as quiet places for concentrated work. Our findings (consistent over the last five years) indicate that agile working models in Scotland are failing to meet the needs of social workers.”

Peer support valued more than managerial

The impact of peer support was highlighted by findings indicating that practitioners valued it more than managerial support. The study found that, on average, across the five annual surveys:

• 93% of participants agreed their colleagues gave them good advice compared with 78% who said the same about their manager.
• 85% said their colleagues were good at explaining complex information compared with 68% who had the same view of their manager.
• 84% said they could express their emotions to colleagues compared with 66% who felt that supervision was a safe space in which to do so.

As they grew more experienced, practitioners sought their colleagues’ advice less and less often, with those who reported doing so frequently falling from 75% in year one to 36% in year five.

Despite this, researchers said that peer support appeared to “buttress the capacity of formal supervision to meet the diverse needs of practitioners and should be recognised for the value it brings to the profession – particularly if we continue to adopt limiting forms of agile working practices in future”.

In relation to supervision, two-thirds of participants, on average, said they were happy with the quality of what they received, 61% said they received it monthly and 60% said sessions typically lasted 60-90 minutes. However, researchers said their ability to explore the content of supervision was limited, in common with many previous studies, and suggested there was a need for deeper research in this area.

Workload stress greatest in year 2

Across the five years, just over half of participants reported working unpaid hours, either to complete tasks or for learning, though this peaked in year two (61%) before falling to 42% in year five. Year two was also the time when workloads were felt to be least manageable, with under half (48%) finding their responsibilities to be manageable, compared with an average of 59% across the five years and a high of 68% in year 5.

Workload stress also peaked in year two, when 49% reported feeling anxious at times about their caseloads, though this also fell to 38% in year five.

Drawing on other research, the report suggested practitioners in year two were likely to be encountering new types of case, requiring additional skills and knowledge, which may require more time, either for tasks or learning.

The report added that “a significant proportion of newly qualified staff may begin to feel pressure and expectations by year 2 as they emerge from induction periods and initial core training”.

Researchers urged employers to be aware of these pressures and the risk of burnout, though they did not find significant evidence of negative outcomes for participants and stressed the that issues seemed to resolve as social workers grew in experience.

The study said that other research had shown that levels of anxiety were not just related to workload alone, but to this in combination with organisational context and a lack of support from peers or managers.

“To avoid unnecessary anxiety and stress, attention must be paid to organisational contexts and support given to social workers in their everyday work,” it said. “This includes availability of managers, proximity to colleagues, dedicated admin support and progressive organisational cultures.”

The report also urged a nationally agreed approach to workload allocation and management that addressed both case numbers and complexity. The recommendation follows a call for indicative caseload limits to be set for practitioners across Scotland, from a report commissioned by leadership body Social Work Scotland on practitioners’ workloads.

Social work agency concerns

Scottish Association of Social Work (SASW) director Alison Bavidge said the current situation around workloads was “untenable”.

The issue would to be considered by the National Social Work Agency that the Scottish Government intends to set up as part of its National Care Service, under which ministers would take direct responsibility for adult social care – and potentially children’s and criminal justice social work, subsequently – from councils.

The agency would be responsible for social work qualifications, workforce planning, improvement, training, professional development and pay and grading and, under current plans, would be a part of the Scottish Government, not an independent entity. As a result, it is not referenced in the National Care Service (Scotland) Bill, which is currently before Scottish Parliament and would enact the reforms, a move criticised by both SASW and Social Work Scotland.

In a submission to the Scottish Parliament’s health, social care and sport committee, which is considering the bill, SASW said that social workers broadly supported the establishment of the NSWA, but omitting it from the face of the bill was a missed opportunity.

The association said this meant that the profession was “not being directly consulted on the structure or function of the agency that will have such significant authority over it” and gave them no certainty an NSWA would be delivered, while making the agency part of government raised questions about its credibility.

Pause National Care Service legislation, urge leaders

Social Work Scotland made similar criticisms in its evidence to the committee, saying the agency’s omission from the bill did not provide any certainty it would be delivered, while making it part of the Scottish Government left it “open to rapid change (even deletion) without any reference to the profession or other stakeholders” and lacking in credibility with the profession.

More fundamentally, the leadership body called for the bill to be paused because of concerns about its financial impact at a time of high levels of social work vacancies and increasing waits for assessment and support, and the risk that it will add to the stress faced by the workforce.

Convenor Alison White said: “Based on the information that’s been published, we can’t say if a National Care Service is really going to address the systematic underfunding of social work and social care. Nor can we say whether the aims the bill sets out are actually deliverable, from the perspective of the public finances.

“We agree with the aims the Scottish Government is working towards, and putting social justice and human rights at the centre of social work and social care is critical. But we need this pause for more work to be done, so we can understand in much more detail how a National Care Service would work, and how it will funded, so that we can make sure we secure the best outcomes for the people we support.”

A small number of newly qualified social workers (NQSWs) have been left vulnerable by holding overly complex child protection cases at a London borough, despite effective performance overall, Ofsted has found.

Inspectors praised “exceptionally strong” practice to address extra-familial harm and the relationships practitioners built with families, in a visit to good-rated Waltham Forest in May focused on child protection and child in need services.

However, in the context of “significant recruitment and retention challenges”, shared with many other authorities, Ofsted found a small number of NQSWs were holding child protection cases that were too complex for them.

“They have not been receiving the support that they need to respond to this level of risk,” said the inspectorate. “This has created a vulnerability for them as workers and could mean that risk and needs are not addressed for children.”

Ofsted added that other employees faced excessively high caseloads, leaving them unable “to do effective direct work with families to bring about change in a timely way”.

Agency worker and vacancy rates have been persistently higher in London than in other regions, show government children’s social work workforce statistics.

However, Waltham Forest’s rates for both measures (30.1%), as of September 2021, were above the averages for the capital, which were 22% for agency workers and 23.5% for vacancies.

‘Significant’ supervision gaps 

In a letter following the focused visit, inspectors noted that senior leaders were taking steps to mitigate the authority’s recruitment difficulties. They were, however, unaware of the issue with NQSWs taking on unsuitable cases, although they took “swift and appropriate action” to remedy it, including strengthening management oversight.

While staff felt well-supported by “accessible and responsive” team managers, Ofsted found that “too many social workers” had “significant gaps” when supervision had either not taken place or not been recorded.

In “too many cases”, supervision was not used to review children’s care plans or check agreed actions had taken place, resulting in visits that lacked purpose and children remaining on child protection or child in need plans for longer than necessary.

Despite these concerns, Ofsted found services for children in need of help and protection had largely remained effective since Waltham Forest was rated good at its last full inspection in 2019. In some areas, the borough had made progress, including making links between muti-agency risk assessment conferences and child protection plans for children living with domestic abuse.

‘Exceptionally strong’ work to address extra-familial harm

Help provided to children at risk of extra-familial harm, and to their families, was also “exceptionally strong”, inspectors found. “A range of specialists support this work, but social workers are also skilled at working with children who may be at risk.”

Feedback from families who inspectors spoke to was also positive.

“One parent said that she feels well supported and described a skilled, diligent, responsive social worker who advocates strongly for her child,” Ofsted wrote. “Another parent described how she had experienced responsive support in a crisis, with sensitive, thoughtful practice, effective direct work and strong advocacy for the child to be seen as a child, and not as the sum of his vulnerabilities or behaviour.”

Inspectors noted that social workers prioritised visits to families and listened well to children, who responded well to their approaches. As part of effective relationship-building, social workers made “persistent and determined” efforts to involve fathers, they added.

Partnership working was well understood by social workers and a “particular strength”, with meetings well attended, the inspectorate added in a letter to director of children’s services Heather Flinders.

“Partner agencies make meaningful contributions to plans, both in helping to formulate them and in contributing to the work with the family,” Ofsted said. “Partners contribute their skills, expertise and resources to help families to progress.”

Recruitment ‘an acute London challenge’

In response to the visit, Waltham Forest’s cabinet member for children and young people, Alistair Strathern, said the authority was pleased that Ofsted had recognised its effective performance with children in need of help or protection.

“The inspectors noted that these children benefit from positive and helpful relationships with our committed and enthusiastic social workers, who visit the children regularly and help improve their lives, while many families feel very well supported and value the service they receive,” he said.

“The sector-wide challenge of recruiting social workers is particularly acute in London and means that high caseloads for some social workers, while ensuring that children are always regularly supported by social workers with the relevant level of experience, remains an issue for Waltham Forest and other local authorities.

“The Ofsted inspectors acknowledged that the council responds to these challenges quickly and appropriately. Children’s service improvement will continue to be a high priority for the Council so that every child in Waltham Forest receives the best start in life.”

By Elizabeth Rylan*

Graduating as a social worker can be both exciting and daunting in equal measure. While throwing off ‘student’ status and entering the world of work brings many perks (not least the start of regular paydays!) it also brings many new challenges.

From my own experience and through supporting others through this transition, there can be a complex mix of emotions. Navigating the first few weeks and months in practice can feel like being on a rollercoaster. But remember, as well as the lows there will be the highs. Here are my top tips for surviving the twists and turns that will come your way. Hang on tight…!

1 You know more than you might think…

If you have successfully passed the social work degree course, then hopefully this means you are an intelligent and creative individual who has developed maturity and personal attributes alongside your formal learning. Trust in these qualities, and in yourself; recognising what you do know is not to be underestimated.

Remember that social work at its core is about people. It is about relationships and communication. The nature of that communication and the exchange of information may change depending on the situation at hand, but often it comes down to being able to walk into a room and begin a conversation. You may not be an expert in the subject in question, but trust in your ability to engage with others, demonstrate sincerity and show respect and tolerance.

2…but you don’t know everything

That being said, it is easy to be over eager and to think that now you are qualified you are suddenly a professional expert. Anyone who thinks this may well find that the first few months in practice bring them down a peg or two. There is no need to apologise for being new in your job, but equally there is a lot to be said for showing humility and grace.

Remember the adage ‘you don’t know what you don’t know’. There is always a lot to learn, no matter how long you have been in practice. The constant process of education can be tiring, but it is also a joy in itself to be continually learning and presented with new challenges.

3 Managers are not mind readers

I have been fortunate in my career so far that even if I haven’t always agreed with my manager, I have respected them and have always felt that they have genuinely wanted to support me, the team and our clients. That being said, they can only support you if they know what type of assistance is needed. If you are drowning in unfinished paperwork then say so. How can they know that you need time out unless you stop smiling and nodding every time they ask how you are?

4 Manage yourself

I cannot change who I am, for example, I am a worrier and always have been. For a long time I tried to deny it and told myself to stop worrying. But that didn’t work and just built things up even more. So I changed tack, acknowledged it and decided to go with it. It isn’t productive to spend my whole day tied up in knots so I started allocating myself time to worry. It might sound ridiculous but it worked. I would tell myself that I didn’t have time to worry right then but that I was ‘allowed’ to later – that didn’t deny the emotion but stopped it getting in the way, and often when the allocated slot came around my thoughts had moved onto something else anyway.

It’s a technique I no longer need to use but was invaluable when I first qualified. Now when I feel worried, I trust my gut instinct that it is with good cause and I have come to understand the positive that lies underneath what is often perceived as an undesirable emotion. For me, I worry because I care. That nagging voice is my conscience telling me that something isn’t as it should be and it spurs me on to put it right. Try to identify your character traits – even those you perceive as negative – and find ways to channel them to positive effect.

5 Have the confidence to say yes…

It’s often said that we regret what we didn’t do more than what we did do. That certainly rings true with me, and I often look back and wish I had had the self-belief to seize an opportunity when it came my way. I know rationally that I may have quite rightly turned an offer down because I wasn’t ready for it at the time, but I now also know that I am the type of person who perhaps never feels ‘ready’ and that sometimes I just need to stop overanalysing the possible outcomes to every hypothetical scenario and just go for it.

Be open to opportunities and embrace different learning opportunities. Perhaps a new local authority service is being developed and they want a practitioner view, or a local voluntary sector organisation wants to link in more to statutory services and needs someone to give a talk to their volunteers about what social workers actually do. You never know what skills you may uncover, what you might learn or who you might meet.

6…and the courage to say no

I have seen countless examples of colleagues moaning about being overworked, stressed and emotionally wrung out but not raising this further. We all need to let off steam every now and then, but saying one thing to your peers and another to your seniors is not professional. If you really do feel that way, then you need to speak up.

If you don’t stand up for and look after yourself, then how can you effectively advocate for clients?It is ok to say no to your colleagues and your managers. Just make sure you are clear, calm and reasonable while doing so. You will also need to say no to others – clients, families, agencies and many more. You will not always be able to meet the expectations that are placed on you by others and you need to learn how to deal with their and your reactions to this. You may not always be liked, but hopefully you will be respected.

7 This will pass

Every meeting will draw to a close. Every day will end. The weeks will keep rolling by. Yet when you are in the middle of a difficult situation it can feel all-consuming and as if there is no light at the end of the tunnel. Hard times will happen, but nothing lasts for ever. Sometimes you just have to grit your teeth and get through it, but that doesn’t mean that you have to do so alone.

Use your own resilience and draw on encouragement from others, whether that is through family, friends, colleagues or more formal support services. And remember that you don’t have to put up with things that are simply unacceptable. Life circumstances may mean that you can’t just up and leave your job at the drop of a hat, but it is important to know when enough is simply enough and you need some time out, with no shame or sense of failure attached.

8 Build your team

That colleague that always grabs you at 4.55pm and wants to rant about processes that changed months ago. The one that never makes the tea. The one that always causes but never unblocks the printer paper jam. Well, that’s your team and you need them all. There will come a time when you are the one desperate for someone to support you on a tricky visit or cover duty for you on a Friday afternoon. A little bit of kindness goes a long way. Show tolerance and build respect. Be there for others – not just so you have favours in the bank for when you need them, but because we all need someone to stand by us every now and then.

9 Learn from your mistakes

It is inevitable that you will do something wrong at some point. You will do or say something, or omit to do so, and it will come back to bite you. With new starters, I always hope that a blunder comes sooner rather than later – get the first one out of the way! You need to learn how to deal with errors when they arise. Be honest about them – trying to hide something is never a good idea and it is only by acknowledging that something didn’t go as well as it could that you can build on it for next time and use that as motivation to keep developing your practice.

Most things can be put right with a combination of hard work, patience and support from others. Also be kind to yourself – unless you intentionally set out to hurt someone, a mistake does not make you a bad person or show that you are not cut out to be a social worker.

10 Take time out for you

Social work is a physically and emotionally demanding profession and we give a lot of ourselves. We do this because we care. It can, of course, be highly rewarding, but it can be draining, and I cannot emphasise strongly enough how important it is to look after yourself and prioritise doing so. Don’t be a martyr; running yourself into the ground isn’t going to do anyone any good.

Find out what works for you to unwind and recharge. Whether it is being sociable and getting out and about, or simply taking the time to stay in, turn off your phone and read, have a bath or a nap. For me? Well, I am more than a little partial to a massage, and I love Friday night pizza in my pyjamas catching up on my favourite TV!

Before you know it, the days, weeks and months will pass and you will be well into your career. And then you can share your acquired wisdom with the new starters who come after you. Deep breath, dive in and enjoy it!

*Elizabeth Rylan is a pseudonym for an adults’ social worker based in a local authority in the south of England