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Our biggest thing is our group recruitment session. The first hour or two is us telling about the job and we say this is you interviewing us too. We involve young people in that. We get good feedback from that group day. We have young people designing questions, sometimes shortlisting. They are part of the marking at the end – they definitely have an influence. (Talking Hope project)
Recruitment is a stressful endeavour, for the applicant and the organisation. Very often recruitment is done out of an urgent need, leaving less room for careful consideration and decisions. Once recruitment is understood as a central pillar of a relational organisation, it is motivating to find people whose values align with the organisation.
Recruitment includes intention/planning, advertisement, communication with applicants, interview, selection, and induction. A relational approach should apply each step of the way. If one of the steps does not align with organisational values, it can undo the achievements of other steps. For example, the advertisement might have attracted the people with the right values, the interview process might have selected the right person – but if the induction is careless, the person might not be equipped with the knowledge they need to succeed in their role. Basics such as getting the key to the office or a sign into the IT system, should be as stress free as possible.
Ideally, an organisation should do value-based and skills-based recruitment, where the motivation of the applicant is weighted alongside necessary qualifications and experience. This means, that the person-specification should highlight not only degrees or training, but also the value and perhaps life-experience useful for the job. It can also be tempting to make many aspects of the application ‘required’ rather than ‘desired’, but this could discourage people who might otherwise have been perfect for the role. One way to balance the application process in favour of relationships is involving young people.
If you are in a role where you can influence the recruitment at your organisation, then it could be beneficial to evaluate the current way of doing things and improve it.
The following questions can help.
You might consider more questions within your organisation; it can be helpful to ask members of your team to understand if they have suggestions or feedback.
*Relationship-based practice is an approach that prioritises building trusting, consistent, and empathetic relationships as the foundation for support. *It recognises that meaningful change and positive outcomes are more likely when young people feel valued, understood, and safe in their interactions with adults. *It focuses on the quality of the human connection rather than solely on procedures, emphasising active listening, authenticity, and mutual respect.
*Trauma-informed practice recognises how common trauma is, and how deeply it shapes young people’s development, behaviour, and relationships. *It aims to create safety, avoid re-traumatisation, and promote resilience and healing. *Early experiences leave lasting marks on body and mind. Trauma-informed practice takes this knowledge and applies it so practitioners and organisations can build safe, healing spaces.
Introductions matter — when, how, and where they happen can shape a young person’s entire experience of transition. For young people in care, transitions are often the most difficult times, especially when they involve changes in trusted relationships. This guide looks at how to approach introductions and referrals through the lens of relational practice, focusing on building trust and avoiding unnecessary stress.
What do IT systems and relationships have in common? Both usually run in the background and are easily taken for granted. Yet, IT systems can have a big influence on the quality of relationships and relational practice in general.
One of the first things you learn when you start your job is when you need to arrive and when you need to leave. Have you ever considered that the pattern of your work affects the relationships you are building?
Organisational values influence the working culture. They can inspire workers to follow the organisation's mission. However, for them to have an impact they need to be developed with staff and young people.
It is important to keep learning and growing. Recognise your staff’s value and expertise by developing internal training and discussion sessions. Enable staff to learn and train more. Training should not be a tick-box exercise but a place for growth and reflection.
As is often said, hurt people hurt people – it is even more important to consider the flipside: supported people support people. Working with young people and caring for them can be a demanding role, especially in under-resourced and stressful environments. A truly relational organisation also invests in the relationships between managers and staff, creating a positive environment for everyone.
Strong relationships take time, effort, and trust. For young people with care experience, this can be more complex, requiring patience, consistency, and a clear sense of boundaries. With the right approach, you can build positive, lasting connections that support the young person’s growth and relational skills.
Relationships are essential to all parts of life and encompass both our professional and personal lives. They are a vital part of the support networks for our young people and the stronger the relationship the better we can all do our jobs, perhaps making them feel less like a job and more like a vocation. And perhaps more importantly, the stronger the relationship the more important a young person might feel.
