Inclusive Offer toolkit

PDBW: What does it mean and why is it important?

Personal development, behaviours and welfare (PDBW) is all about developing young people. The aim is to ensure they have the confidence and skills to be responsible and progress in adult life.

Developing essential skills will help young people to do well in their career and personal life. This includes things such as:

  • Employability skills - such as being resilient and able to work as a team.
  • Understanding British values.
  • Growing confidence and knowing where to access support.

Supporting PDBW

As an employer, it's important you feel equipped to support your young person throughout their time with you. 

Some young workers, especially those from certain "at risk" groups often need different kinds of support. As you work with your employee you'll find out what areas they need to develop.

The Inclusive Offer toolkit aims to help you to provide the support necessary to your young person. This will help them to develop and thrive.

To help you do this, we've put together this section. It covers the main areas of PDBW that you can use throughout your young person's journey.

You can also help your young person to utilise the LifeSkills resources from Barclays. 

Employability skills

What are they?

These are skills people need to get on in work. They are not specific skills relating to how to complete a distinct task for their role.

A hard skill for example could be knowing how to use a specific piece of equipment. This would only be relevant to specific jobs.

A soft skill could be being able to work as part of a team. This is useful for almost all types of employment.

The More and Better Jobs taskforce asked Barnsley businesses what they look for when they are employing new people. Ten attributes and skills came top of their lists:

Competence
What this means
Teamwork
Good at working with other people, sharing ideas and supporting others to get tasks completed.
Motivation and initiative
Having a positive attitude. Planning own work and getting on with it effectively.
Digital skills
The ability to use email, the internet and common office software found in most workplaces.
Numeracy and literacy
Have the necessary reading, writing and maths skills to carry out work-related tasks.
Reliability
Coming to work on time, and being relied on to complete tasks properly and thoroughly.
Follow instructions
Being a good listener and following instructions accurately.
Flexibility
Adapting when things change where there's a need to switch to a different task quickly.
Resilience
Sticking at tasks, even when things go wrong. Learning from any setbacks, staying positive and keeping trying.
Presentation
Dressing smartly and aptly for the job. Speaking clearly and respectfully to colleagues.
Understanding
Acting responsibly and knowing how to build good bonds with managers, colleagues and customers.

The more attributes your employee has, the better their chances of securing a good job in the future. You can help by:

  • Making sure the employee knows what each of the skills are and why they are important.
  • Asking them to evaluate themselves.
  • Planning tasks and other things to do in work where possible to plug any gaps.
  • Increasing their interview skills by practising answering questions and giving explicit examples that showcase their skills.

Using a checklist wheel for key skills

Ask your employee to complete the ten key skills checklist wheel. This will help them to rate where they feel they are in terms of their skills. You could then have a feedback chat where they talk about why they feel that way. You can then give your opinion on whether you think they have rated themselves fairly. 

Setting an action plan

A good next step would be for the employee to complete this ten key skills action plan. This is so you can get down on paper some good examples of where they’ve developed their skills so far. Together you could  then think about what you can do to upskill where they are not so confident. For more about how to upskill each area, read on below.

Check out this example of a ten key skills action plan.

Another fantastic way to get your employee to build their skills is through the Skills Builder LaunchPad website. This has free interactive modules to help them build skills and knowledge on their own. You could encourage them to sign up and create space in their timetable for them to complete certain modules.

Being ready for employment

As the employer, you can promote the following areas for new employees to think about and develop:

  • Developing their confidence. Making a good first impression. Building links with colleagues and balancing being yourself with being polite and professional.
  • Behaviour. The right attitudes for work, discipline and company values.
  • Following protocol. Being on time, knowing how to report absence, dressing aptly.
  • Conduct. Your policies on smoking, telephone use and data protection.

A lot of this can be learnt naturally by spending more time in work. They could also pick up behaviours through colleagues. Some chats about certain topics might be beneficial (see our coaching section under managing development). Your induction checklist should also aim to cover most areas (see our induction section under managing development).

Teamwork

Teamwork is an important skill for new employees to learn. As a manager you can implement ways of building this skill, such as:

  • Team building exercises. These can be anything from short Teams sessions to full day, in-person exercises. If you don’t have much in terms of resources for team building, you could use problem solving. Take an issue you’re currently facing as a team as an exercise. You could even consider an online ‘big lunch’ with a quiz.
  • If making any changes such as new policies or procedures, use a team approach. This gives your employees the chance to come forward with new ideas and questions, and work together to solve them.
  • Allow your employee to shadow different members of the team (or even wider service). This will help them to understand those roles and how they all contribute to long-term goals.
  • Encourage your team to talk to each other. Remember that as manager you should set a good example.
  • Gratitude. Thank your team and encourage them to thank each other. Utilise things like rewards or shout-outs (relevant to your company) so that their hard work is recognised.

For more advice for managers, this YouTube video expands on the topic further: 

Motivation and initiative

Employees that are new to work might need to learn how to motivate themselves. Its also important that they know why it’s an important skill to have. Certain employees may struggle to use their initiative, including:

  • Younger people.
  • Those who are more vulnerable.
  • Those who have Special Educational Needs and/or Disabilities (SEND).

This may be for a number of reasons including:

  • Low confidence.
  • A fear of speaking up
  • Not seeing the benefit in going the extra mile.

It’s a good idea to discuss this skill and what using their initiative might look like in their role.

  • Give some examples of how and when they could be more driven and independent.
  • Make it clear where they must follow procedures exactly. Also show where they have more scope to think outside of the box.
  • Be explicit about how your team welcomes questions and new ideas.
  • Pause and think. When chances for them to use their initiative arise, use questioning to get them to use their skills. After all, this is a ‘safe’ place for them to try things out.

Read 10 ways To recognize and motivate younger employees from Altrum.

Digital skills, literacy and numeracy

Does your employee need to build skills in digital, literacy or numeracy for their role? If so, upskill them whilst on the job, if possible at induction stage. Let them shadow others and practice using new systems. We've got lots of eLearning modules on POD which you can signpost your employee to. Contact us online for more details.

Do they require a specific qualification for the employment path they are interested in following? There are many ways for young adults to continue learning once they have left school or college. Barnsley’s Adult Skills and Community Learning (ASCL) service offer lots of free options. Local colleges may also have more specific course areas, such as Barnsley College. Spend some time exploring options with your employee. If attending courses in person is not the right option, there are a lot of free (or cheap) online courses. Some of these are also accredited. If you need support to find them please get in touch.

Reliability

Discuss why being reliable is integral in your team. Also show what affect not being reliable has on people, your company and your customers.

Practice these interview questions together to build knowledge. 

Don’t forget to promote this by being reliable yourself. Be there for your team, be punctual and deliver on promises.

Ability to follow instructions

Explain why following instructions is important. Explain what the results of not following specific instructions would be for your team.

Take into account any SEND or learning issues and apply reasonable adjustments. This could include following up verbal instructions with a written email. It could also mean asking the employee to repeat instructions back to check they understand. You could also encourage them to write down instructions in note form, either on paper or digitally.

​Flexibility

Being flexible at work is about being able to adapt when things change. It includes remaining calm and getting what needs to be done, done. This skill will often develop over the course of a role when the employee has more knowledge and confidence. One way you can encourage this skill is through planning. Ask the employee to think about potential changes that might occur. Then ask what options they can create for how they might respond to them.

Think SEND... Some people with Autism have cognitive deficits in this area. This means they have difficulty changing or adapting their perspective or activities. It’s important if you’re working with someone that you consider how you can include building these skills without causing distress. 

Resilience

Being resilient is like being flexible. It means adapting to changes or resolving problems. It involves a level of optimism and self-esteem that allows a person to know they can overcome challenges. Ways of increasing resilience are:

  • Reflection. Spend time after any struggles talking about what they did well and how they showed resilience.
  • Promote positive thinking. Get them to identify what they are good at and where their skills lie.
  • Praise them. This helps to build self-esteem which will in turn build their internal resilience.

You might find that some young people with low self-esteem struggle with unhelpful thoughts. If this is the case they could complete this Unhelpful Thoughts Activity from the NHS.

They could also do our personal resilience course on POD.

The Mental Health Foundation also has and emotional resilience toolkit. This is all about practical guidance in promoting resilience.

Presentation

This includes looking clean and smart. It’s important that new employees are told about any uniform or or what you expect them to wear as part of their induction. It can feel awkward mentioning to an employee that they don't appear work-ready. It’s an important part of being employable though so it needs to be addressed. This is even more important if they will be preparing for interviews soon. The Harvard Business Review has a guide for how to give an employee feedback about their appearance.

It can also be about tone. Tone of voice and written tone in emails. Sounding professional is something that is learnt through experience. A good way to build on this could be to review sent emails or overheard chats with the employee. Talk about what tone is and how it can change the meaning of what’s being said. Give examples of what tone you would use and why it’s important. 

Eye contact and body language are also an important part. Being able to make eye contact is important for building bonds with colleagues, partners or customers. Your body language can also showcase your interest and motivation. Explore this skill further with your employee. Use this helpful guide from Indeed on how to understand body language in the workplace.

Think SEND... Be mindful that eye contact in particular can be difficult for some people with Autism. You don't need to force someone to make eye contact. Especially if it does not impact on their ability to complete tasks and will make them feel anxious. Talking about ways to increase the skill can be a good starting point. Things such as turning your face towards the person speaking are easy ways to do this.

Understanding

It’s important for employees to be able to demonstrate they understand:

  • Their role
  • The team they work in.
  • The company.

Inductions should cover company values and visions so they understand why the role exists.

If you are a Barnsley Council employer, we have a Corporate Induction eLearning course which new employees can take.

Another useful activity is this Employability Passport from Enterprise for Education (E4E) and Derby City Council.

They can also take a course on emotional intelligence on POD.

If you're not a Barnsley Council employee you'll need to request access to POD to be able to view these eLearning courses. To get access, email POD@barnsley.gov.uk and they will be able to set you up.

Further reading

You can encourage your young person to get involved in Employee Supported Volunteering (ESV). This will help them to connect with the community and colleagues. It can also help them build useful skills.

Mental health and wellbeing

Young people may have had events in their lives that have an effect on their mental health. These events can also affect their performance in the workplace. Some of the common causes of mental health problems include:

  • abuse, trauma and neglect
  • loneliness and isolation
  • bias, including racism
  • poverty, debt and social disadvantage
  • homelessness and poor housing
  • domestic violence
  • drug and alcohol misuse
  • bereavement
  • victims of crime
  • caring for a family member
  • unemployment or job loss
  • stress and anxiety

It's important for managers to recognise the symptoms of a mental health issue. They should also take steps to support any young people who are struggling with their mental health. Employers have a 'duty of care'. This means they must do all they reasonably can to support their employees' health, safety and wellbeing.

It's been suggested that young workers are under almost twice as much pressure in their lives as their senior colleagues. An unstable labour market, expensive housing, financial burdens and isolation have increased the levels of stress amongst many young people. Young people are often reluctant to share their problems and concerns. It's paramount that managers look for the common signs of mental health issues.

The common symptoms of mental health issues

  • time management and attendance concerns
  • lack of engagement and loss of interest in the tasks
  • appearing tired, anxious or withdrawn
  • changes in the standard of work
  • changes in appetite, drinking or smoking
  • signs of self-harm

The role of the manager

So many young people in the workplace may be struggling with their mental health. Managers should have an awareness of the risks, and the support services available. This will enable them to help the young people they manage. Making sure young people feel safe, secure, and supported in the workplace is important. 

Supporting young people entering the workforce

It can be a daunting prospect for young people when first entering the workplace. Entering a different place, meeting new people and learning a new set of skills can be challenging and stressful.  Steps can be taken to alleviate some of the stresses involved for new starters including: 

  • an induction package that provides regular check-ins and support
  • training to help manage the stresses and strains of the job
  • being open and available to talk about mental health issues
  • time to talk openly about the challenges of the workplace
  • senior leaders to be open about their own challenges.
  • setting realistic targets
  • managing workload
  • adapting management style to suit the needs of young people

What to do when a mental health issue has been highlighted

There are ways of dealing with an issue you have spotted or a young person has highlighted to you. Initially you could move the process on by:

  • thanking the young person for coming to talk to you
  • focus on what the team member says
  • be open minded
  • allow them as much time as they need
  • be prepared for the unexpected
  • try to identify what the cause is
  • think about potential solutions
  • seek further advice and agree further meetings
  • signpost support through internal and external groups

There are occasions were seeking further advice, consulting senior colleagues, or involving Occupational Health will be the preferred route.

Further support

There are many internal and external bodies who can offer support and advice. These are open to both managers and young people when dealing with mental health issues.

Support and advice for managers

General guides

Drug and alcohol misuse

Self harm and suicide

Domestic abuse

Support and advice for the young person

Chilypep have a great map of the different support services available to young people in Barnsley. View their Open Up Directory for more details or have a look at the different areas below:

POD courses

If you're not a Barnsley Council employee you'll need to request access to POD to be able to view this eLearning course. To get access, email POD@barnsley.gov.uk and they will be able to set you up.

For those on an apprenticeship

For refugees and asylum seekers

General guides

Promoting better mental health through music, the arts and culture

Culture enriches our lives and broadens our minds. Medical studies have highlighted the positive effect of music on people's mental health. Concerts, gigs and festivals all have a powerful influence on our mental wellbeing. It creates positive feelings, happy memories and shared memories.

Many young people take a keen interest in music and the arts. They get a lot of enjoyment through their artistic expression. This can include:

  • poetry
  • painting
  • drawing
  • writing
  • reading
  • playing an instrument
  • being in a band
  • joining a choir or a dance collective

Managers can develop strong bonds with the young people they employ. This could be by showing an interest in their musical and artistic interests. Sharing playlists, attending concerts together and discussing interests can be a great way to support a positive culture. You could organise a visit to a music venue, an art gallery, comedy club or theatre. These activities will strengthen links between those in the team. If a young person in the workplace is part of a group, band or troupe why not support them. You could arrange for work colleagues to attend any events where they are performing. Showing the young person that you take an interest in their life outside the workplace is a powerful statement of support.

Keep an eye on local cultural events and arrange an outing to build staff morale around a cultural event. We are lucky to have lots of venues in and around the town centre. These places offer young employees a chance to develop a new hobby or interest.

Further reading

Physical health

Promoting physical health

Supporting physical health and promoting the benefits of an active lifestyle reaps many rewards. This could be for everyone, including teams and the wider company. Managers can encourage and promote physical health in the workplace. This will then help to build a positive and supportive ethos. A culture based on healthy lifestyles, self-care, compassion and mutual support will have long-term positive effects. Everyone will benefit from this. The link between physical and mental health is much publicised. Places that promote physical health find their young employees are:

  • Less stressed.
  • More productive.
  • Less likely to be absent through ill health.

There are many ways in which managers can promote a healthy workplace. This can include group activities, active travel, team games, electronic fitness and leading by example.

Group activities

There are a huge range of active lifestyle groups in Barnsley. Walking, cycling, running, as well as many other sports-based activities, are easily accessible to all employees. Many of the activities are free of charge, whilst others offer taster sessions.

Park Run is a brilliant way of promoting a healthy lifestyle. Every Saturday morning, throughout the country, a free to enter 5k run is organised for all abilities. In the Barnsley Borough, Locke Park and Penistone Show Ground host the weekly running event. Park Run is inclusive and encourages walkers, children, dogs on leads and people of all abilities. 

There are couch to 5k programmes and other fitness initiatives. These enable some less confident young people take their first steps towards a more active lifestyle. Managers could also encourage their young employees to join a local charity walk/run or event. They could also set the challenge of a marathon, 3 Peaks walk or a similar adventure.

Active travel

Managers could encourage young people to take other modes of transport to the workplace. Barnsley Council have access to bike lockers as well as changing/showering facilities in many locations. Cycling to work offers many benefits to both physical and mental health. Cycles, including electric bikes, are available to loan from Barnsley Bike Works. This means that all Barnsley residents can engage in active travel. There are a number of cycle lanes around the town centre. The Trans Pennine Trail also allows cyclists to travel on traffic free routes. Walking to work is another active way of travelling to the workplace. A ‘walk once a week’ session could be organised. This could include incentives or prizes for those team members who regularly participate.

Small changes can lead to positive healthy outcomes through:

  • Getting young people to use the stairs instead of the lift.
  • Promoting the benefits of drinking more water.
  • Offering healthy snacks.
  • Promoting the 10,000 steps initiative.
  • Organising walking meetings outside work.

Team games

A regular social activity could be organised around healthy lifestyles. Taking employees to a venue to take part in a healthy activity is a great way of team bonding. It is also good to have fun with your work colleagues. This could be encouraged by giving an afternoon away from the workplace to attend an activity or event. This could include:

  • A local walk
  • Bowling alley visit
  • Table tennis game
  • Football match
  • Trampolining session
  • Bike ride
  • Gym session
  • Sports day
  • Golfing experience
  • Yoga/pilates session
  • Climbing wall

Electronic fitness

Many young people have access to mobile phones, tablets and PCs. All of these can be used to promote healthy lifestyles. There are lots of apps for fitness plans, nutrition advice and sleep pattern tracking. Events and challenges mean users can try to reach personal goals and targets or compete with online groups. Electronic devices allow young people to engage in a range of activities. Many of the apps are not linked to expensive machinery. They can offer an affordable way to plan, monitor and set activity targets. Managers could coordinate a group challenge based around one of the apps and set a weekly/monthly competition.

Leading by example

Managers can set a positive example to the young people they work with by showing they follow a healthy lifestyle. There are lots of things you can do to create a positive culture around health and fitness. These include:

  • Talking to staff about healthy lifestyles.
  • Inviting others to share their own healthy choices.
  • Sharing healthy recipes or cooking a meal together.
  • Inviting guest speakers to discuss health, fitness and nutrition.

Further reading

Pay and budgeting

Financial health: Pay, taxation, spending, saving and future earnings

Many young people entering the workplace for the first time often require some financial guidance from managers. This is so they understand the basic pay and conditions. How to access a payslip and talking through it is extremely helpful to many new starters. Signposting to places where young people can seek further advice on PAYE, National Insurance, pensions can be helpful. It will make sure young people know how their pay is calculated.

Pensions

For many young people, the topic of pensions isn't part of their immediate plans. It is therefore useful to highlight the subject and discuss the importance of future planning. Allow time for young people to attend seminars on the issue. Give them time too to seek advice on the issue so they learn how pensions work. It will also show them how important it is to save for their future.

The South Yorkshire Pension Authority (SYPA) offers pension advice. they also have some useful pensions made simple videos.

If you're a Barnsley Council employee, there is also a wide range of support. Visit the employee portal and look for pensions. This can be built into a full induction package.

Tax

Take time to talk about tax matters and address any questions. This may help taxation and salary deductions become clear for a young employee. If you can give them a basic outline of the following it will help them a lot:

  • Personal allowances.
  • Monthly tax/national insurance deductions.

It'll make sure they know what PAYE means and how deductions are made. Directing them to the relevant departments/websites where tax can be explained is also a good way to support them.

Saving and spending

Helping young people to manage their money well will have a positive effect on their mental and financial health. You should urge your younger employees to undertake a financial health check. This is where plans for future saving and spending can be discussed. Banks are keen to meet with young people and they can offer sound financial advice. You could even invite banking staff or independent financial advisors to address groups of young people in the workplace. Many young people have received little or no financial education. They may need help to create a plan to commit to future spending and saving. Signposting websites, finance experts and any internal sources will help young people to understand the importance of financial planning.

Future earnings

For those young people on apprenticeships, work experience or other employment schemes, finding out about future earnings is key. You should take the time to explain the structure of your company. You could explain the different roles available and how this relates to earnings. Allowing young people to see these will help them to plan for their future career.

Further support

Martin Lewis is a respected financial expert who has a dedicated money saving expert website. He covers all financial matters including mortgages and loans, credit cards, insurance, car finance, student loans, travel and household bills.

Pete Matthew of Meaningful Money also offers a lot of guides to make sense of money. There are helpful podcasts and blog articles on many money related subjects.

Guiding young people to seek advice from a range of sources will help make financial matters clear. There is a wide range of advice on the internet, YouTube and through independent financial advisors.

Further reading

Community and diversity

British values

Barnsley has a rich and diverse community and a history of welcoming newcomers to our town. Over many centuries people from other countries have settles on our shores, may fleeing persecution, war, famine and destitution. The rise of industry in the 19th Century attracted many German, Jewish and Irish workers to Barnsley. The post war years witnessed the arrival of many Polish families. More recently Ukrainian families have been supported by host families in the town.

Many young people will have learnt about British Values whilst at school. Its also important for managers to understand and promote these values in the workplace. British Values tie in with values and expectations in most UK workplaces. An ethos that allows us to create places free from bias, intolerance and hate are the basis of a healthy workplace. Managers must challenge prejudice and bias of any kind. They should also help develop respectful work related bonds within the workplace and local community.

If you're a Barnsley Council colleague, view our ‘Standards for the way we work’. This offers a clear vision for:

  • Working with integrity.
  • Showing strong commitment to ethical values.
  • Following the rules of the law.

Cultural health

Cultural health has been described as:

  • A deep awareness of your personal culture and life events.
  • Knowing how these influence your value system, worldview, and practices. 
  • Valuing the diversity of culture and wisdom of others and respecting their perspectives.
  • Working with others to enhance personal and community well-being.

Valuing diversity, celebrating and respecting different cultures and building a positive and constructive ethos, leads to a happier and more caring community. Managers can link with young employees to celebrate diversity in the workplace and community and promote events, meetings and festivals. Young people are often aware of the legislation set out in the Equality Act 2010. This includes a grasp of how it relates to:

  • age
  • disability
  • gender reassignment
  • marriage/civil partnership
  • pregnancy/maternity
  • race
  • religion/belief
  • sex
  • sexual orientation

View our Equality and diversity eLearning on POD. It offers them a chance to learn more or refresh their knowledge.

If you're not a Barnsley Council employee you'll need to request access to POD to be able to view this eLearning course. To get access, email POD@barnsley.gov.uk and they will be able to set you up.

Prevent

Prevent helps to protect people at risk of being groomed and exploited by extremists. If you identify any young person who you think may be at risk, read our Prevent and Channel guidance. If you feel like you have anything to report you can call the UK Anti-Terrorist Hotline Number on 0800 789 321.

Barnsley Borough City of Sanctuary

The Barnsley Borough City of Sanctuary has a history of welcoming new arrivals to the Barnsley family. It's part of a national movement to build a welcoming culture for people seeking sanctuary in the UK. There are many groups helping and supporting asylum seekers and refugees in our community. It may be that young people in the workplace wish to get involved. Signpost support groups and events such as the Conversation Café and the Barnsley Welcomes Refugees Conference to your young person. Doing this promotes community cohesion and cultural health.

Further reading

Safeguarding

When working alongside young people, managers should be aware of their role in safeguarding their employees. Safeguarding means that authorities are required to take the relevant steps if needed. This is to ensure that people can live freely and without suffering from abuse or neglect. This duty of care in enshrined in the 2014 Care Act.

Young people are exposed to many forms of harm and abuse. You may be working with vulnerable people who are potentially at risk of abuse outside and inside the home. Managers need to have an awareness of these issues as well as the support services available. This is so they can protect young employees from harm.

Common safeguarding issues that arise are:

  • Physical abuse
  • Sexual abuse
  • Mental abuse
  • Domestic violence
  • Organisational abuse
  • Risk of radicalisation
  • Modern slavery trafficking
  • Discriminatory abuse

The current generation of young people face many challenges and struggles including:

  • Education and employment
  • Peer pressure
  • The impact of social media
  • Mental health issues
  • The impact of the Covid-19 pandemic
  • Uncertainty about the future
  • Environmental concerns

Having an awareness of these challenges will allow managers to identify signs of stress, suffering and potential abuse. Early intervention and prevention are key things to consider where any safeguarding issues arise.

What signs to look for

It is not always easy to spot the signs of abuse. Common signs that suggest a person may have been abused include:

  • Bruising or injuries that can't be explained.
  • Poor health for no apparent reason.
  • Changes in physical appearance such as looking unkempt, or weight changes
  • Withdrawal or mood changes, including being light-hearted and insisting there's nothing wrong when this is out of character.
  • Not wanting to be left on their own with certain people.

How to approach or act if you see signs

If you have any concerns that a young person in your team is being abused, talk to them. You can then see what you can do to help.

  • Ask opening questions such as “How is life treating you?” or “Are there any issues you’d like to raise with me?”
  • Always listen carefully.
  • Make a note of what's happened or what you're worried about.
  • If an adult at risk confides in you. Ask their permission to contact Barnsley Safeguarding Adults Board or the police. Contact the police if a criminal offence is suspected.
  • If the person denies abuse. If the signs are still there and you're worried, share your concerns with Barnsley Safeguarding Adults Board.

Remember the 5 Rs:

  • Recognise the signs of different types of abuse.
  • Respond to the signs by raising your concerns.
  • Record what you’ve seen and what you discuss.
  • Report to the right person, whether it’s your Designated Safeguarding Officer or your manager.   
  • Refer to the right place, such as the Safeguarding Adults Board or the Independent Domestic Abuse Service (IDAS).

Further reading about safeguarding

National safeguarding support networks

Further safeguarding learning

If you're not a Barnsley Council employee you'll need to request access to POD to be able to view those eLearning courses. To get access, email POD@barnsley.gov.uk and they will be able to set you up.

Online safety

These days, many safeguarding issues are linked to online platforms. Many young people now have access to the internet which increases their exposure to harmful content and chances to be exploited. Managers need to be aware of these signs and behaviours among the young people they work with. They should then follow up any concerns. Young people are at risk of exposure to cyberbullying, grooming and sexual abuse through mobile devices and computers. Technology has had a major impact on the lives of our young people. Although there are many benefits, there are risk involved which we need to be conscious of.

Common signs of online abuse are:

  • Spending a lot more or a lot less time than usual online, texting, gaming or using social media.
  • Seemingly distant, upset or angry after using the internet or texting.
  • Being secretive about who they're talking to and what they're doing online or on their mobile phone.
  • Having lots of new phone numbers, texts or email addresses on their mobile phone, laptop or tablet.

Further reading about online safety

Contact us

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