menu
Since COVID, there is a shared understanding that IT is an important consideration in building relationships. Online communication should not be used as a total replacement for face-to-face communication, which still has its place. Digital poverty and digital literacy are important considerations here. In addition, the way that records, policies and communication are kept within an organisation can also impact relationships.
Digital poverty, including access to devices and to the internet, can disproportionately affect young people who have been in care. This needs to be considered in building relationships with young people
Local government and third sector organisations often invest less in IT systems than comparable organisations in the private sector. However, good IT can significantly improve how colleagues communicate and consequently the work they do with young people. For instance, a secure electronic way of keeping records can help with the sharing of relevant information, improving the handover between colleagues. Within IT systems it can also be easier to control what information is shared, as not all services need access to an entire record. This is something that young people highlight often, so it is important to consider it when setting up IT.
The IT infrastructure in your organisation needs to fit the needs of the organisation and the young people who you interact with. Naturally, if you want to make your IT more relational, you need to evaluate if the current structure meets those needs.
Evaluation questions for discussion with team members and young people:
Does the IT meet the needs of the organisation?
Do the current structures meet the need of young people?
Some quick fixes (choose as applicable to your service):
*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.
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.
Relationships are shaped by the culture of organisations. Sometimes one person who ‘doesn’t get it’ can create relational barriers for an entire team. So, it’s easy to see why recruiting the right people is critical to create and maintain a relational organisation.
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.
