Having a balanced workforce that truly represents the wider community helps us understand the different needs of our customers and encourages new ideas. As chief executive of a housing and care provider for older people, I believe that a diverse workforce can offer the skills, ideas, strength and energy that will help improve our business.
We're striving to be an employer of choice by professionalising older people's social care and housing. That starts with finding the right people, regardless of their background. And that's why we've signed up to the government's social mobility compact.
I'm proud to have many colleagues who are over the age of 65, and I'm keen to help younger people to develop a successful career in care working alongside more experienced older colleagues. Social care has been a cinderella service for too long. With an ageing population, it's an industry destined to grow and I want to make sure it does so in a way that provides real opportunities for staff to develop.
As part of our plan we have developed welcome days alongside a common induction programme for everyone who joins Anchor, no matter how senior or junior, and wherever in the country they are.
Our volunteers initiative means more than 90 people from a variety of backgrounds have also been able to experience what working in a care home, retirement housing or office is like. We offer the same training opportunities as we do for full-time colleagues, as we recognise that developing people's skills means that the older people we serve will benefit.
Volunteering gives people the chance to gain skills and experience and gain valuable insights into working in the sector. We cover volunteers' travel costs and provide them with meal allowances, something volunteers from poorer backgrounds tell us is important.
The programme has proven to be a great introduction to Anchor, with many young volunteers having since become full-time employees, while others are considering Anchor as a potential employer. The initiative has been so successful at harnessing new talent that we are preparing to launch a pilot apprenticeship scheme in 2012.
Qualifications are important, but we recruit on behaviour. What's key is enthusiasm for doing a job well and making older people happy.
With Anchor research showing a rise in the number of four- and five-generation families and declining public funding fuelling intergenerational tensions, many of our locations work hard to forge links with local schools. The links create meaningful activity for older people and give young people an insight into a potential career.
Our recruitment teams are partnered with Jobcentre Plus, whose branches promote local jobs for local people, and our team works closely with local colleges and universities to promote opportunities for young people.
We hope that many other social landlords will join the government's social mobility business compact so that talented people – irrespective of their social, ethnic or educational background – are able to excel in the workplace.
Jane Ashcroft is chief executive of Anchor
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