Following a staff training programme aimed at improving communications across MacIntyre, the organisation started to realise that improving communications did not fully capture the essence of good support work. Through careful observation and analysis of good support work MacIntyre identified that the key was interaction. This was the beginning of what became MacIntyre Facilitation Skills, the foundation of MacIntyre’s person centred approach which has been the core of staff training ever since.
Although MacIntyre recognised that facilitation skills could be learned, and that training was key to good care and support, it was also evident that natural caring skills affected the quality of the interactions. Following the findings of research involving staff, MacIntyre started to use behavioural profiling in its recruitment process, which became established as The MacIntyre Profile. From its implementation in 2008, the MacIntyre Profile has impacted on recruitment by reducing staff turnover at the probation period, and also impacted on staff growth mindset and attitude towards learning as observed in a review carried out in 2012:
‘In May 2008, at the time the profile was introduced, 18% of staff were undertaking or had achieved their NVQ 3. In October 2012 that figure was 63%. Staff recruited to the ‘MacIntyre Profile’ appear to have a greater willingness to engage in learning.’
The MacIntyre Profile: A Case Study, 2012
The combination of the profiling in the recruitment stage and the facilitation skills training form the basis of MacIntyre’s core way of working, its DNA. This culminated in the Great Interactions model which brings together all these different elements. Macintyre has been committed to embedding Great Interactions across all its services from 2010.