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If you have worked different jobs, then you probably also have worked different hours. You probably even have a preference for what hours you like best.
A relational approach to work scheduling however, does not just consider the effect on staff but also how it affects young people and their wellbeing.
It is not easy when the day is interrupted but changing shifts, when the support you provide is paused to be picked up another day, or when there is a “end time” set by the workday that does not align with the needs of young people.
When both things are considered, you create an environment where relationships can flourish.
Relationships cannot be built without consistency; work patterns are a central way that consistency can be established. Consistency and reliability improve the wellbeing of young people both mentally and physically by reducing stress. The effect of that can be a calmer environment and calmer people.
Even for staff members the stress of an unsuitable shift pattern can be physically and mentally taxing. Research has shown again and again, that working changing shift patterns is detrimental to the health. Staff can therefore benefit from consistent patterns as well.
The best pathway to improve shifts and work patterns is through critically reflecting the reasons that a certain pattern was established. Who does that pattern serve? Is it for the benefit of the organisation, the staff members or the young people? In some cases, a justification for the current work pattern might not even be remembered, it is simply ‘how it has always been done’.
Qualities of relational work patterns:
Meeting the needs of the young people, for example:
*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.
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.
