Mecanismos de apoyo para trabajadores de servicios sociales: caminos hacia un cuidado sostenible para clientes que viven con demencia Lukáš Stárek AMBIS vysoká škola, a.s./ AMBIS University. Katedra pedagogiky/ Department of Pedagogy. Lindnerova 575/1, 180 00 Praha 8 – Libeň. Czech Republic. E-mail: lukas.starek@ambis.cz; ORCID: https://orcid.org/0000-0002-6068-215X Resumen. El artículo presenta un análisis teórico exhaustivo sobre los problemas clave, desafíos y necesidades de los trabajadores de servicios sociales que atienden a personas que viven con demencia. El texto se centra en los cambios demográﬁcos en Europa que están aumentando la proporción de personas mayores en la población y, por ende, el número de clientes que requieren cuidados exigentes. Los temas principa- les del texto incluyen la importancia de los mecanismos de apoyo, como la supervisión, el desarrollo profesional, las condiciones laborales y la prevención del agotamiento profesional. Asimismo, el artículo aborda temas como programas de formación, tec- nologías modernas y una cultura organizacional que fomente el trabajo en equipo y la salud mental de los trabajadores. Se enfatiza la creación de medidas sistémicas para mejorar el entorno laboral, conduciendo a una atención de mayor calidad y a una ma- yor motivación de los empleados. Palabras clave: servicios sociales, demencia, prevención del agotamiento, condiciones laborales, desarrollo profesional. Recibido: 21/01/2025 ~ Aceptado: 20/02/2025 INTERACCIÓN Y PERSPECTIVA Revista de Trabajo Social ISSN 2244-808X ~ Dep. Legal pp 201002Z43506 DOI: https://doi.org/10.5281/zenodo.15079773 Vol. 15 (2): 353 - 368 pp, 2025

354 Stárek Interacción y Perspectiva. Revista de Trabajo Social Vol. 15(2): 2025 Support mechanisms for social service workers: pathways to sustainable care for clients living with dementia Abstract. e article provides a thorough theoretical analysis of the key issues, challenges and needs of social service workers caring for people living with dementia. e text focuses on demographic changes in Europe that are increasing the proportion of older people in the population and thus the number of clients requiring demand- ing care. e main themes of the text are the importance of support mechanisms such as supervision, professional development, working conditions and the prevention of burnout. e article also works with topics such as training programs, modern tech- nology, and organizational culture promoting teamwork and mental health of workers. Emphasis is placed on creating systemic measures to improve the work environment, leading to higher quality care and employee motivation. Keywords: social services, dementia, burnout prevention, working conditions, professional development. INTRODUCTION The demographic structure of the elderly in Europe has been undergoing significant changes in recent decades, with far-reaching implications for the social, economic and health systems of individual countries. Population ageing is characterised by an increasing propor- tion of people aged 65 and over in the total population, due to a combination of low fertility, increasing life expectancy and other demographic factors. According to Eurostat‘s interactive publication ‚Demography of Europe - 2023 edition‘, the proportion of people aged 65 and over in the European Union will increase from 16% in 2002 to 21% in 2022. This ageing trend is evident in most EU Member States, with some countries facing a more significant increase in the proportion of older people than others. Italy and Portugal have the highest proportion of seniors in Europe, with 24% of the total population aged 65 and over in 2023. This high share can be partly attributed to low fertility, high life expectancy and limited migration of the younger population. Countries such as Bulgaria, the Czech Republic and Finland followed with only slightly lower shares of the elderly. These countries also face similar challenges, including demographic ageing and increasing demands on pension and healthcare systems. The average share of the population aged 65 and over in the European Union was around 21.3% in 2023. This average masks sig- nificant differences between Member States. Countries with higher incomes and better health systems tend to have longer life expectancy, which increases the proportion of older people. At the other end of the spectrum (the lowest proportion of elderly), countries such as Iceland, Luxembourg and Turkey had a proportion of less than 15%. These countries have a younger demographic structure, which may be the result of higher fertility rates, lower life expectancy or higher rates of immigration of younger people. In the case of Turkey, the relatively young population plays an important role (Statista, 2023).

Mecanismos de apoyo para trabajadores de servicios sociales: caminos hacia un cuidado sostenible para clientes que viven con demencia 355 Vol. 15(2) abril-junio 2025/ 353 - 368 So not only is there an increase in the number of seniors every year, but also an increase in the number of people with dementia. Every year, the number of people diagnosed with dementia in- creases by 5.4% in the Czech Republic and in Europe in general. Every 20 or 25 years, this number doubles (Holmerová, Horecký, &Hanuš, 2016). is aspect has and will undoubtedly continue to have a major impact on society, not only in terms of economic but also social impact. erefore, the social services system will be forced to implement fundamental changes, whether in the system of ﬁnancing, legislation, quality of services, material and technical equipment or personnel standards. In the Czech Republic, a total of 17 856 people, of whom 12 478 were women (i.e. 70%), 5 376 were men and 2 were children or young people under the age of 18, stayed in residential social services for people living with dementia in 2017. e number of clients in residential care homes is on an upward trend, but unfortunately this is also true of the number of unfulﬁlled applications. While in 2013, the Ministry of Labour and Social Aﬀairs of the Czech Republic registered 15,488 unsatisﬁed applications, in 2017 the number of unsatisﬁed applications was already 22,348, and the number of unsatisﬁed applications thus signiﬁcantly exceeded the number of clients placed in homes with special regime (Wija, Bareš, &Žofka, 2019). e increasing trend in the number of beds in homes with special regime is also evident in the Register of Social Service Providers of the Czech Republic (Register of Social Service Providers, online, citation 2024-12-20), which is managed by the Ministry of Labour and Social Aﬀairs of the Czech Republic, where there are more than 400 providers of registered social service homes with special regime with a total capacity of 23 674 beds. In the context of statistical data in the context of social service workers themselves, we can publish data from Horecký (2020), who states that there are 11 million workers in the social services sector in the European Union, which represents 4.7% of all jobs in the European Union. It is also one of the most dynamically growing sectors. Over the last 10 years, 2 million new jobs have been created in social services on a European scale, and the Czech Republic has lagged somewhat behind in this signiﬁcant growth. Even the overall data on the number of employees in social services in the Czech Republic varies. According to a 2019 analysis by the Ministry of Labour and Social Aﬀairs of the Czech Republic, there are a total of 75,656 FTEs in social services in the Czech Republic. Ac- cording to Eurostat, the total number of people working in social services in the Czech Republic is 105,100. Working in social services is the domain of women in all European countries. In terms of employees, women represent 81.56 % of the total workforce. In two countries (Portugal, Slovakia) the ﬁgure is even over 90%. e highest proportion of men working in social services can be found in Germany, 24.8%. e 50-64 age group represents one third of all workers in the social sector in the Czech Republic (Horecký, 2020). e professional relationship and responsibility in providing quality care is closely related to the ethical behaviour and actions of the personal assistant. e organisation - the social service provider - delegates a speciﬁc relationship, the relationship of care with the user, to a speciﬁc pro- fessional worker, in our case the personal assistant. However, the responsibility of the institution/ provider for quality care does not end here. e whole of the organisation should still support the work of the worker. e joint responsibility for team care implies a deﬁnition of the role of the worker and the institution. is can be directly operationalised in concrete measures that motivate the worker in his work: salary, job and administrative support. e institution is content-friendly, that is, it has ownership of the content commitment, and this is recognised in its policy. is implies not only ensuring quality care for the social service user, but also ensuring that the institution cares for the worker. Only in this connection can shared responsibility take its proper shape. Quality care

356 Stárek Interacción y Perspectiva. Revista de Trabajo Social Vol. 15(2): 2025 and support from the organisation, provide the worker with the background to carry out his direct work with the user (Laan van der, 1998). Such support requires both time and quality - this means freeing up time for induction and job interviews, supervision, and the possibility of training and other types of professional develop- ment and further education. is oﬀer cannot be ‚non-committal‘ given that the institution as a moral actor has to bear its own share of responsibility for quality care. e institution shapes its own responsibility for quality care through the content of executive leadership. Increasingly, the starting point for the provision of quality care is the speciﬁed demand of the care seeker. is requires a dif- ferent way of thinking for helpers and caregivers who both assess demand and try to match it to the care seeker. is means asking: “What type of care seeker is contacting me and what is their real request?” e development is also related to suﬃcient attention in dealing with psychological problems in all users and to the increased use of compensatory aids. Accepting the idea that work is satisfying, fulﬁlling and part of the meaning of life becomes a guide to identifying with work and accepting it as one‘s own. e nature of the work, together with the individual‘s personality and social fac- tors, can positively inﬂuence identiﬁcation with the occupation. Jurovsky (1980) and Laan van der (1998) agree that a worker identiﬁes more easily with a job that is varied, with feedback and with the opportunity to participate in decision-making. A frequently addressed topic in the context of clients and social service workers is social isola- tion. Social exclusion is discussed by Daněk, Klugerová (2023). Social exclusion is a major issue that modern society is attempting to address. It has negative impacts not only on a local level but also on a national, European, and even global scale. In today‘s interconnected society, it is important to recognize that social exclusion issues in other countries or on other continents will have an impact on us. erefore, it is crucial to strive for the elimination, prevention, and combat of social exclusion through all possible means. Cooperative learning, which replaces traditional competitiveness, plays a crucial role in strength - ening social bonds among students and developing their collaborative skills (Bačová, 2024). In view of the above data, it is evident that it is essential to give maximum support and care to people who provide direct care to the elderly/people living with dementia. In the context of our professional text, these are social service workers, whose work is physically and mentally demanding, and it is therefore important that employers work with the idea of development, but above all with support mechanisms that will serve as a supportive apparatus of help and support for the performers of this diﬃcult work. RESULTS AND DISCUSSION Control-functional support mechanisms/tools for social work Social service workers often have to deal with diﬃcult situations that are physically and men- tally demanding. ey are often subjected to a high workload that is also emotionally exhausting. Many times, the workplace is not equipped with the necessary tools for the work and lacks, for ex- ample, the modern tools needed to handle clients appropriately. Clients living with dementia in the residential social service are in the facility because of their unfavourable social situation, their health

Mecanismos de apoyo para trabajadores de servicios sociales: caminos hacia un cuidado sostenible para clientes que viven con demencia 357 Vol. 15(2) abril-junio 2025/ 353 - 368 condition is gradually deteriorating and the assistance and care for these people is very demanding. During the course of their services, the workers are confronted with various situations that can be triggered by both the client and family members. A social services worker meets clients in palliative care on a daily basis, takes on the role of a companion or provides support to a family member in diﬃcult moments. e social services worker also routinely encounters non-standard client behaviour. is can range from restlessness to ag- gression, caused by diﬀerent types of illness. us, it can be said that the risk factor is undoubtedly the workplace environment and the type of clients the worker cares for. High workloads and the demands of the work can lead to isolation from one‘s own environment. is isolation can result in a negative impact on their social and emotional support. High demands are placed on social service workers and it is essential that they are equipped not only with practical skills but also with the abil- ity to deal with situations that are emotionally challenging. If they are not adequately trained, it is possible that they may have problems when dealing with diﬃcult situations and may also be exposed to high levels of stress (Kopecká, 2011). In addition to the risk factors already mentioned, there are a number of other factors that in- crease the risk of burnout and psychological diﬃculties in social service workers. ese include low motivation and job satisfaction, limited opportunities for development and professional growth, conﬂict and tension in the work environment, lack of self-care and low levels of personal rapport, unclear job requirements and job insecurity. It is extremely important for employers, managers and social service workers to recognize these risk factors and try to prevent and minimize them in order to prevent burnout syndrome and psychological diﬃculties in workers (Maroon, 2012). We will not focus here on speciﬁc factors that can negatively aﬀect social service workers in their work - the performance of care for social service users living with dementia, where we can in- clude, for example, psychological stress, stress or burnout syndrome. e aim is to highlight support mechanisms that can help to cope with the above mentioned factors. Supervision is undeniably important not only in the professional but also in the personal life of social service workers as well as other actors in the helping professions. It does not matter whether we perceive it as an individual or group tool for support and assistance. e question still remains the introduction of supervision processes into everyday professional reﬂection, not only in social work, and the realization of managers that it is an adequate tool that can ensure the quality of social services and the professionalism of workers, which is always mentioned. Mahdalová (2018) deﬁnes the most important ideas of supervision: • increasing the value of social work for clients and increasing the professionalisation of care processes; • professional support for staﬀ using supervision with regard to their competence develop- ment; • supervision is to help increase one‘s own possibilities and abilities; • e supervisor should provide the basic conditions of supervision: warmth, respect, genui- neness, empathy and understanding; • every professional needs supervision; • if the client‘s well-being is at stake, other tasks fall by the wayside.

358 Stárek Interacción y Perspectiva. Revista de Trabajo Social Vol. 15(2): 2025 Úlehla (2005) views supervision in the context of social work as an asset that is not only ben- eﬁcial to organizations but also to the workers themselves, not only social workers but also social service workers and other managerial actors. It also helps to clarify the mission of the workplace and the organization, to prevent overwork, to prevent burnout syndrome, and to help eﬀectively man- age feelings of powerlessness and guilt. It then also improves the services oﬀered to clients and the reputation of the organisation. e view of the importance of supervision and its perception or necessary place in the environ- ment of helping professions in particular, but also speciﬁcally in social services can be supported by appropriate research. In Social Services - Webb, Wilkins, & Martin (2022) aimed to explore how decisions are made during supervision of work with children and families, within a child welfare agency in England. e main aim of the study was to identify the various factors that contribute to decision making in this context, including the role of supervision, the inﬂuence of organisational culture and the impact of individual factors. Secondary aims of the study included exploring the decision-making process, identifying factors that inﬂuence decision-making and exploring the implications of these ﬁndings for practice. e authors conducted a qualitative study using semi-structured interviews with social workers and supervisors working in the ﬁeld of child and family work. Data were analysed using thematic analysis, which involved identifying and interpreting patterns in the data. Speciﬁc research outcomes include describing the decision-making process in supervising work with children and families, identifying factors that inﬂuence decision-making, and exploring the implications of these ﬁndings for practice. e study found that decision-making in supervision of work with children and families is inﬂuenced by a variety of factors, including the nature of the case, the expertise of the social worker, and organizational culture. e authors conclude that understanding these factors is key to eﬀective decision-making in this context. Williams (2022) focuses on exploring the role of attachment theory in the emotional and psy- chosocial context of social work supervision. e main aim of the study was to explore how attach- ment theory can inform social work supervision practice, particularly with regard to the emotional and psychological well-being of social workers. e sub-objectives of the study explored applica- tions of attachment theory in social work supervision, identifying ways in which attachment theory can inform supervision practice, and examining the implications of these ﬁndings for social work practice. e author used a literature review methodology to explore the role of attachment theory in social work supervision. A wide range of literature, including theoretical and empirical studies, was reviewed to identify key themes and concepts related to attachment theory and social work supervision. Speciﬁc outcomes of the research include exploring the relevance of attachment theory in social work supervision, identifying ways in which attachment theory can be applied to inform practice and exploring the implications of these ﬁndings for social work practice. e study found that attachment theory provides a useful framework for understanding the emotional and psycho- social needs of social workers in supervision and can inform the development of more supportive and eﬀective supervision practices. e author concludes that understanding attachment theory is essential for social work supervisors to create a safe environment for social workers in supervision, promote their emotional well-being, and enable them to provide better quality care to clients. In health care - Kilminster and Jolly (2000) focused their scholarly research on clinical supervi- sion, which plays a vital role in postgraduate and, to some extent, undergraduate medical education. However, it is probably the least researched, discussed and developed aspect of clinical education.

Mecanismos de apoyo para trabajadores de servicios sociales: caminos hacia un cuidado sostenible para clientes que viven con demencia 359 Vol. 15(2) abril-junio 2025/ 353 - 368 e main aim of the study was to identify the various factors that contribute to eﬀective supervi- sion in the clinical setting. e sub-objectives of the study were to identify the diﬀerent models of supervision used, to evaluate the eﬀectiveness of supervision and to identify the characteristics of eﬀective supervision. e authors conducted a systematic review of the literature related to supervi- sion in clinical settings. e study found that eﬀective supervision is characterized by clear goals, feedback, support, and a focus on learning and development. e authors concluded that eﬀective supervision is essential for developing clinical competence and providing quality care. Feedback is essential and must be clear. It is important that the trainee/worker has some control over and in- put into the supervision process. Finding suﬃcient time for reﬂection can be a challenge. Trainee/ worker behaviours and attitudes towards supervision need more investigation; some behaviours are detrimental to patient care and learning. Current supervision practice in medicine has very little empirical or theoretical basis. Working not only in social services, but also in health care or education brings many challeng- ing or unexpected events. In order not to perceive these professions in a negative way, it is evident that helping professions undoubtedly bring joy, a sense of happiness, success and other positive emotions, but in the context of the focus of this thesis it is necessary to describe and highlight the risks of these professions. Emotional distress is therefore an integral part of the helping professions as is the appeal to the professionalism and erudition of workers. Equally important, then, is the mental balance that helps us to cope with everyday moments with a certain detachment and profes- sional outlook that has a human touch and warmth. However, for this we need diverse sources of support and assistance, whether in the private or professional sphere (Venglářová, 2013). Mahdalová (2018) highlights the importance of relationships. The relationship between the supervisor and supervisee should be based on trust and openness to achieve good supervision, so that there is an open space for sharing/submitting information, establishing a good contract, work- ing consciously with ethical issues and creating a safe place of support and acceptance. An important idea is highlighted by Ivzhenko (2020) when he describes a supervisor as a pro- fessional in the helping professions who has several years/long term professional experience in direct interaction with people and with team leadership. us, the main task is to help workers in their work and also in its reﬂection. is role of a supervisor is not to be confused with that of a manager. In view of the above, the most important thing is the ability of the supervisor to have an over- view of the given/particular problem and to have an optic of complexity. Professional and personal development Vocational education can be deﬁned as „a planned process of modifying attitudes, knowledge and skills through learning to achieve eﬀective performance in a particular activity or set of activi- ties. It aims, from a work perspective, to develop an individual‘s capabilities and to meet the present and future workforce needs of the organization“ (Armstrong, 2007, p. 531). Armstrong (2007) further states the objectives of vocational education, which are mainly to de- velop the competencies (skills and abilities) of workers. rough this process, their job performance should be improved. It also oﬀered an opportunity to the employees that when human resources are needed in the organization, the existing employees should be primarily approached and thus selec- tion from internal sources should take place. e necessity of saving time and ﬁnancial costs that are required in adapting and training a new employee. However, it is evident from these speciﬁc objec-

360 Stárek Interacción y Perspectiva. Revista de Trabajo Social Vol. 15(2): 2025 tives that only the aspect of beneﬁt to the organisation was used in deﬁning them, which is not an appropriate strategy in the ﬁeld of social services, as the needs of employees are also expected to be taken into account and preferred. However, the objectives of vocational training are much broader. erefore, Armstrong (2007) goes on to point out that it is not just about meeting the needs of the organisation, but there is also a meeting of needs at the level of the workers themselves who must be participants in professional learning and development. Hronik (2007) views the issue of employee development and training as a kind of assessment of the state of harmony and disharmony. It is all based on the identiﬁcation of learning needs that are implemented in four core areas of the worker, speciﬁcally the areas of what the worker CAN - KNOWS - CAN - WANTS. e identiﬁcation of learning needs thus implemented is to be built on the partnership principle of superior and subordinate, with the aim of ﬁnding a common solution. According to Bednar (2012), all employees in an organisation represent its wealth. It is essential to work with employees, motivate them to develop and encourage them to gain further professional experience, which constitutes their professionalism. Furthermore, Bednar (2012) points out that the training and development of employees in an organization has a great inﬂuence, or even dependence, on the quality of the social service oﬀered and provided. Employees are the actors that create the qual- ity of social service. Even the Social Service Quality Standards themselves highlight and work with this idea to deﬁne the staﬃng of a social service, this is speciﬁcally standard number 9. a 10. Quality standard for social services number 9 - “Personnel and organizational provision of social services” - e so-called personnel quality standards, or people management systems and processes, are areas that every employer must have thought through, regardless of whether or not they provide social services at all or how many. In the social sector, this issue is all the more challenging because it also takes into account the qualiﬁcations of the people who provide the social service. is is high- lighted by Sections 109 and 110 of the Social Services Act, which deﬁne the activities and qualiﬁca- tions of a social worker, and Sections 115 and 116, which, among other things, deﬁne other workers who may perform social services, in particular the position of social services worker. However, other persons, mostly volunteers and trainees, may also cooperate in the provision of social services and their activities are subject to the obligations of the social service provider ... (Act No. 108/2006 Coll., on social services, as amended). In order to ensure the fulﬁlment of the personal goals of so- cial service clients, it is necessary to have an adequate number of competent staﬀ. Within each job position it is necessary to have a job proﬁle, a list of requirements of the abilities and skills (compe- tences) of the worker who is in this position. e aim is not just to have a deﬁned job description, but expectations in the form of outputs and outcomes with requirements for knowledge, behaviour ... necessary to meet the requirements and expectations of the employer/social service provider. Quality standard for social services number 10 - “Professional development of employees” - an- other of the so-called personnel standards and concerns the professional development of employees of the service. It instructs the social service provider to deal with the issues of wage/salary valuation of employees, but also the issue of non-ﬁnancial motivation. It addresses information exchange rules as well as independent expert support. is can be not only a supervisor, but also, for example, a lawyer, a doctor or a clergyman, if the service needs such an expert for its support for various rea- sons (Veškrnová, Sladká-Ševčíková, 2013). Although social service workers in the context of social worker have diﬀerent nature of their work, as well as the actual job description, or legislative require- ments for the exercise of their profession, they have similar educational obligation in the course of their profession. We can thus speak of professional development.

Mecanismos de apoyo para trabajadores de servicios sociales: caminos hacia un cuidado sostenible para clientes que viven con demencia 361 Vol. 15(2) abril-junio 2025/ 353 - 368 e aim is to support the idea of professional development, which is based on the mutual co- operation of the employer and the social services worker/employee, where both parties want to work on the development and, for example, specialization for the given target group within the frame- work of improving the quality of the provided social service. With regard to the focus of our thesis, it is precisely the target group of seniors with dementia, where specialist courses are oﬀered that have a diverse overlap from communication to therapeutic techniques in the context of the target group. e above idea is described in general terms by Bednář (2012), who describes a variety of op- tions in the ﬁeld of education, which can be self-directed learning, distance learning, project work, on-the-job training, development of skills and competences that improve the work performed and expand professional competence. Personally, we would also add a process of sharing experiences under the guidance of experts or managers, where sharing „good and bad“ practices is a convenient development technique that does not place demands on the participants of the sessions. e Professional Union of Social Workers in Social Services conducted a social survey in 2016- 2017 (140 respondents), where social workers and social service workers were interviewed on the development and support of lifelong learning. In moha cases, the system of accredited courses or long-term training programmes is successful. is model of lifelong learning provides an extensive range of areas of social work, and in these it is possible to expand one‘s professional knowledge and skills in a committed way. On the positive side, these courses, seminars and training programmes reﬂect the current demands of social work development and have the capacity to adapt in terms of content and availability. As a result, staﬀ are able to respond to the demands of the professional and lay public, while being able to respond equally to the demands of the client or their worsening social situation. A properly conﬁgured system of lifelong learning can support the client in feeling his or her own professional values and professional self-esteem. At the same time, it can also be said that with the growth and development of social work in the Czech Republic, the continuing education of social workers has successfully managed to conﬁgure these systems, even in the context of the requirements of current events and needs (Tajanovská, 2018). anks to the systematic process of professional training and development of social service workers, it is also possible to ﬁnd incentives for this process not only from the employees themselves, but also from the clients themselves. e training process, with regard to practicality and real appli- cability, should be built on a degree of interactivity and practicality. As in other areas, the motivation of social service workers plays a major aspect. According to Rezlerová (2008, p. 49), an essential fact that aﬀects the whole process of profes- sional education and development is the awareness of social service workers that without further education it is impossible to keep in touch with technical development, but also with social develop- ment. “Everyone should take responsibility for their own professional growth. Without it, its added value and at the same time its “price” on the labour market will decrease.” Without professional training not only of social service workers, it would not be possible to de- velop them, to increase their quality and, last but not least, to increase the social recognition of social service workers. Further training can help to develop the above-mentioned personal prerequisites for the profession. It also contributes to ﬁnding a certain personal balance and deﬁning boundaries - in relation to clients and in relation to the employer (Stárek, Klugerová, &Víšek, 2023). A social worker should have a wide range of competencies and qualities that enable them to perform their work eﬀectively and successfully. Patience and empathy are indispensable character

362 Stárek Interacción y Perspectiva. Revista de Trabajo Social Vol. 15(2): 2025 qualities. Patience and empathy is a key tool in being able to empathise with a person suﬀering from Alzheimer‘s disease or other types of dementia, as these clients are more diﬃcult to express their needs and requirements. e social worker must be able to listen to these clients in order to provide adequate support and assistance (Holmerová, Jarolímová, & Suchá, 2009). Another indispensable competence is knowledge of communication techniques. Clients who suﬀer from one of the types of dementia experience gradual changes in their ability to use verbal expressions. Along with this, these clients also lose the ability to understand the meaning and sense of partial words and in the last stage they stop communicating altogether. It is therefore essential for the social worker to be able to read what the client is trying to communicate, whether verbally, through facial expressions or body movements (Koběrská, 2003). e concept of education aims to improve the quality of services provided. e acquired knowledge can then be implemented in everyday practice. Direct care workers who care for clients with Alzheimer‘s disease or other types of dementia can take training courses in the context of the target group. Courses can focus on understanding the progression of Alzheimer‘s disease, commu- nication in the diﬀerent stages of the disease or non-verbal techniques, for example. Organisational culture is one of the key components inﬂuencing the functioning of any organ- isation, including those operating in the ﬁeld of social work. is concept encompasses the set of values, normative beliefs, traditions and practices that determine the way an organisation functions and how its members work together. Organizational culture provides the foundation upon which other processes are built and determines what will be done and how it will be done in a given orga- nization (Schein, 2010). A strong organizational culture is the foundation for the development of a “learning orga- nization” that supports individuals in their ability to learn and adapt to change. e concept of a learning organisation, as described by Senge (2006), involves processes whereby employees actively take responsibility for their own learning and development. is approach enables individuals to not only learn new skills and knowledge, but also to critically reﬂect on their practice and seek new solutions. It is therefore essential to focus attention on the learning processes in an organisation that take place on a day-to-day basis and have the potential to signiﬁcantly impact on work eﬀectiveness. e culture of an organisation signiﬁcantly inﬂuences the collective identity of employees. Castells (2011) deﬁnes collective identity as a group of individuals who share a common goal and declare their self-deﬁnition based on what they do and what they want to be. Similarly, Frost (2007) describes collective identity as shared hopes and dreams shaped by shared experiences and history. is shared identity involves not only reﬂection on the self but also a desire to create values that contribute to the development of the organization. In the context of social work, Musil et al. (2019) highlight that social workers often share common ideas and values that are either internally accepted or acknowledged as a tool to achieve organizational goals. is process creates a framework for co- ordinating and motivating employee behaviour. Leading the constitution of an organizational culture is primarily the responsibility of manage- ment. Top managers have a key role in promoting and reinforcing the values that form the basis of organizational culture. eir role involves the clear communication of these values, their emphasis and application in daily practice (Kotter, 1996). Leadership by example and regular communication with employees are essential to creating a supportive work environment that fosters both personal and professional development.

Mecanismos de apoyo para trabajadores de servicios sociales: caminos hacia un cuidado sostenible para clientes que viven con demencia 363 Vol. 15(2) abril-junio 2025/ 353 - 368 Creating a learning organisation culture in social work can contribute to fostering trust and openness among staﬀ, which has a direct impact on the quality of services provided. At the same time, it should be taken into account that informal learning, which takes place during the daily interaction between team members, plays an important role. It is this form of learning that can promote the sharing of knowledge and skills that would otherwise go unused. In conclusion, organizational culture and learning organization culture are inextricably linked to the eﬀectiveness and quality of social work services. A key factor for success is the active involve- ment of all organizational participants in the learning process and the sharing of values that support long-term development. It is essential that the leadership of the organisation pays attention not only to formal learning but also to creating an environment that encourages open dialogue, collaboration and reﬂection. Recommendations for practice Based on the content of the above text, we recommend the following practical measures to complement the text to make it useful for both academic and practitioner audiences: 1. Introduction of regular supervision: is a key measure to support social workers who are faced with emotionally and physically demanding situations on a daily basis. Supervision is not only a tool for reﬂecting on work experiences, but also a space for sharing problems, ﬁnding new solutions and strengthening collegiality among staﬀ. Individual supervision allows workers to focus on speciﬁc cases they encounter during their practice and to reﬂect on their actions and attitudes. In this process, the supervisor acts as a support, providing feedback, suggesting possible solutions and motivating further professional growth. Group supervision then creates a platform for sharing experiences between team members, fostering mutual trust and providing reassurance that they are not alone in their problems. e supervision process should be led by a qualiﬁed supervisor who has expertise and skills in supervision and counselling. It is also important to create a safe environment where workers can talk openly about their problems while ﬁnding eﬀective ways to manage emo- tional stress. e organisation should regularly evaluate the eﬀectiveness of supervision and ensure its continuity in order to make a long-term contribution to improving the quality of service delivery. Incorporating supervision processes into routine practice can signiﬁcantly reduce the risk of burn- out and increase staﬀ motivation. It strengthens their ability to cope with challenging situations and at the same time supports their professional self-reﬂection. erefore, the introduction of regular supervision is not only a prevention of psychological exhaustion, but also a tool for improving the overall atmosphere in the workplace. 2. Tailor-made training programmes: are an essential element for strengthening the exper- tise of social service workers and ensuring the quality of care provided. ese programmes should be designed to meet the speciﬁc needs of staﬀ and clients. One of the key areas of training is stress management techniques, which help workers to reduce psychological stress and improve their abil- ity to respond eﬀectively to crisis situations. Courses focusing on communication with clients with dementia provide practical tools to improve verbal and non-verbal interaction, especially during the diﬃcult stages of their illness. Workshops on crisis intervention are also an important part of the course, teaching how to manage unexpected situations and provide adequate support to clients and their families. Training programmes should be interactive and include practical scenarios that allow staﬀ to apply the knowledge they have gained in real-life situations. It is also important to create an environment for sharing good practice where staﬀ can share their experiences with each other

364 Stárek Interacción y Perspectiva. Revista de Trabajo Social Vol. 15(2): 2025 and seek inspiration to improve their practice. e organisation should regularly assess the needs of its workforce and adapt training activities to current challenges. Involving subject matter experts, including psychologists, therapists and specialist trainers, can contribute to the quality of training courses. e availability of these programmes is also an important aspect, so that as many employees as possible can participate in training without overburdening their working time. Regular participa- tion in training programmes not only increases the professional competence of staﬀ, but also their conﬁdence and motivation. is approach promotes professional development and contributes to building a culture of continuous learning within the organisation. e end result is not only a hap- pier workforce, but also a higher quality of care provided to clients. 3. Supporting the mental health of: social service workers is key to ensuring their long-term work capability and overall satisfaction. Employers should create a system that allows employees easy access to professional counselling, psychologists or therapists. is system should include not only regularly available services but also crisis support for situations where workers face acute stress or emotional exhaustion. e psychological strain of working with clients on a daily basis often leads to burnout syndrome, which can negatively aﬀect both the health of workers and the quality of care provided. e availability of professional help is particularly crucial in settings where workers face challenging interactions with clients with dementia or other complex diagnoses. In addition to indi- vidual therapy sessions, it is advisable to introduce group sessions aimed at sharing experiences and mutual support. ese meetings can foster collegiality and create a space for open discussion about challenging situations that staﬀ face. Mental health promotion should be integrated into the organ- isational culture so that employees see mental health care as a natural part of their work. In addition to professional support, it is important to organise workshops on stress management techniques and mindfulness to help workers cope better with everyday challenges. Investing in the mental health of employees will translate into higher productivity, lower absenteeism rates and higher employee satisfaction in the long term. 4. Flexible working conditions: are a necessary step towards creating a healthy working en- vironment that meets the individual needs of social service workers. Shorter shifts can signiﬁcantly reduce the physical and mental strain on workers, which is particularly crucial in demanding profes- sions such as dementia care. Shorter working hours allow staﬀ to better balance work and personal life, which contributes to their overall satisfaction and motivation. Another element of ﬂexibility is the possibility of individual shift planning. is means that employees can better adapt their working hours to their personal needs, such as caring for their family or studying. ese measures not only improve work morale but also reduce the risk of absenteeism and turnover. Ensuring suf- ﬁcient staﬃng is also a key aspect of ﬂexible working arrangements. Adequate staﬃng allows the workload to be spread out and ensures that each employee has suﬃcient time and energy to perform their tasks. is is particularly important in environments where staﬀ face high stress and challeng- ing client situations. Introducing ﬂexible working arrangements requires changes in organisational management, including rethinking existing processes for shift planning and communication with staﬀ. However, investing in these changes will pay oﬀ in the long run as they contribute to greater eﬃciency, employee satisfaction and quality of service. 5. Technological support: the introduction of modern aids and technologies into the social services environment is a key step in ensuring more eﬀective and safer care for clients, especially those with limited mobility or speciﬁc needs. Working in social services is often physically demand- ing and can have a long-term negative impact on workers‘ health, which modern technology can

Mecanismos de apoyo para trabajadores de servicios sociales: caminos hacia un cuidado sostenible para clientes que viven con demencia 365 Vol. 15(2) abril-junio 2025/ 353 - 368 signiﬁcantly minimise. One of the most important areas of technological support is the introduc- tion of aids for handling clients. Height-adjustable electric beds, ceiling lifting systems and mobile hoists greatly facilitate the movement of clients and minimise the risk of injury to workers. ese aids not only improve the physical safety of staﬀ but also increase the comfort of clients, who can be moved with greater dignity and care. Another example is the use of anti-kneeling mattresses, which help prevent health complications for clients with limited mobility. However, technology is not limited to physical care. Modern communication systems enable more eﬀective team coordina- tion and rapid response to crisis situations. For example, the use of electronic shift scheduling and care recording systems simpliﬁes administrative tasks and allows staﬀ to focus more on the actual care of clients. In addition, mobile apps can be deployed to monitor clients‘ health status or smart bracelets that monitor vital signs, improving the prevention of health complications. Investing in technological support also has a signiﬁcant impact on the long-term sustainability of the social services workforce. Less physically demanding work contributes to lower staﬀ turnover and makes the sector more attractive to new workers. Organisations should therefore seek to regularly upgrade their equipment and train staﬀ in its use. Technological support not only improves working condi- tions, but also contributes to higher quality and eﬃciency of service delivery, which is key to ensur- ing decent care for clients. 6. Promoting teamwork: is one of the most eﬀective tools for improving the working environ- ment in social services. Working in this sector is often emotionally and physically demanding, which highlights the need for a strong and cohesive team that can face daily challenges together. Regular team meetings play a key role in this respect, providing a platform for open communication, shar- ing of experiences and mutual support. Team meetings allow staﬀ to discuss the challenging situa- tions they face and to ﬁnd common solutions. ese meetings can be structured to include both a reﬂective part aimed at evaluating current practice and a creative part where employees can suggest innovations and improvements to working conditions. Sharing best practices that can inspire other team members is also an important element. e promotion of teamwork should be systematic and include regular training sessions aimed at developing soft skills such as eﬀective communication, conﬂict resolution and trust building. ese skills are key to creating a harmonious working envi- ronment and preventing potential misunderstandings or disputes. It is also advisable to introduce team-building activities that strengthen relationships between team members and contribute to a better atmosphere in the workplace. Transparent communication from the organisation‘s manage- ment is also an important part of promoting teamwork. Managers should regularly inform employ- ees about strategic goals, planned changes and other key issues that aﬀect their work. Open dialogue between management and employees builds trust and motivation. Fostering teamwork has a direct impact on the quality of service delivery. A cohesive team is better able to respond to clients‘ needs, coordinate activities and deliver care at a higher level. erefore, investing in building team spirit pays oﬀ in the long run not only for staﬀ, but especially for clients who beneﬁt from higher quality and more eﬃcient care. Rewarding staﬀ: creating a system of recognition and rewards for a job well done is key to the motivation and long-term satisfaction of staﬀ in social services. Working in this sector is often physi- cally and mentally demanding, so it is important that employers actively recognise the commitment and contribution of individual workers. Recognition is not just a ﬁnancial reward, but includes a wide range of measures that can improve the overall quality of working life. Financial beneﬁts, such as special bonuses, pay increases or the provision of training allowances, are an eﬀective way of

366 Stárek Interacción y Perspectiva. Revista de Trabajo Social Vol. 15(2): 2025 motivating employees and showing them that their work is valued. Educational allowances can be used for professional development, such as training courses or certiﬁcations, which also improves the quality of service provided. Another example is the possibility of using ﬁnancial rewards to cover personal expenses such as health care or transport to work. Non-ﬁnancial beneﬁts play an equally important role. ese include recognition in the form of public praise, awards or the possibility of extra time oﬀ. Such actions promote a positive atmosphere in the workplace and increase employee loyalty. Employers can also introduce programmes aimed at promoting work-life balance, such as ﬂexible working arrangements or support for sports and leisure activities. e reward system should be transparent and fair so that employees are aware of the criteria by which they are rewarded. It should also be ﬂexible enough to respond to individual needs and preferences. Regular communica- tion about staﬀ achievements and contributions creates an environment where staﬀ feel valued and motivated to develop. Recognition of employees is not only a tool for motivation, but also a way to increase their professional self-esteem and overall satisfaction. Establish a workload monitoring system: the establishment of a physical and mental work- load monitoring system is essential for the early identiﬁcation of problems and their eﬀective resolu- tion. Working in social services involves high demands on the physical ﬁtness and mental resilience of workers. Without regular workload assessments, there is a risk of overwork, burnout or even seri- ous health complications. e monitoring system should include regular questionnaires and assess- ments focusing on physical health, mental well-being and working conditions. ese tools provide a comprehensive overview of the workplace situation and identify areas that need immediate atten- tion. e system should also include regular discussions between employees and their supervisors where problems can be openly discussed. Technology solutions such as digital applications or online platforms can facilitate this process. For example, health monitoring apps can oﬀer workers recom- mendations based on their current condition and highlight the need for rest or consultation with a specialist. is data can be further used to optimise work schedules and shifts to avoid overworking employees. Follow-up intervention based on the ﬁndings is also an important aspect. If the assess- ment shows that employees are facing excessive workload, the organisation should immediately take measures such as adjusting working hours, strengthening the team or oﬀering professional support. Regular training and workshops on stress management techniques can be another eﬀective tool for reducing psychological strain. Implementing a stress monitoring system contributes to the long- term sustainability of the working environment and increases employee satisfaction. A transparent approach to stress assessment also builds trust between employees and management. is system is not only a prevention tool, but also a means of improving the eﬃciency and quality of service delivery, which is key to the long-term success of the organisation. CONCLUSION e issue of work stress and excessive workload of social service workers is a major challenge for maintaining the quality of care for clients with dementia. Demographic changes and the grow- ing number of seniors with cognitive impairments are placing increasing demands on social work- ers, which requires the implementation of systemic measures to support their mental and physical health. Organisations have a key role to play, as they are responsible not only for the quality of client care but also for creating a supportive working environment.

Mecanismos de apoyo para trabajadores de servicios sociales: caminos hacia un cuidado sostenible para clientes que viven con demencia 367 Vol. 15(2) abril-junio 2025/ 353 - 368 Regular supervision, tailored training programmes and access to professional counselling are eﬀective tools for managing the burden. e introduction of modern technology and tools can reduce the physical demands of work, while ﬂexible working conditions can contribute to a better work-life balance. Strengthening collegiality and teamwork is also key, creating space for sharing experiences and mutual support. In conclusion, it is clear that without targeted support for staﬀ, it is not possible to provide long-term sustainable care for clients. It is imperative that organisations approach problems syste- matically and with an emphasis on burnout prevention and professional skills development. Impro- ving working conditions will not only improve the quality of services provided, but also promote staﬀ satisfaction and motivation, which is a key factor in the success of social services. BIBLIOGRAPHICAL REFERENCES • Act No. 108/2006 Coll., on social services, as amended. In: Sbírka zákonů ČR. • Armstrong, M. (2007). Řízení lidských zdrojů: nejnovější trendy a postupy/Human resource management: latest trends and practices. Praha: Grada Publishing a.s.. • Bačová, V. (2024). Developing a safe learning environment in primary-level innovative schools in the Czech Republic. Education 3-13 International Journal of Primary, Elementary and Early Years Education, 1–11. doi: 10.1080/03004279.2024.2410482 • Bednář, M. (2012). Kvalita v sociálních službách/Quality in social services. Olomouc: Univerzita Palackého v Olomouci. • Castells, M. (2011). e Power of Identity. Wiley-Blackwell. • Daněk, A., & Klugerová, J. (2023). Inclusive education as an instrument for preventing social exclusion. AD ALTA: Journal of Interdisciplinary Research, 13(02), 142-144. doi: 10.33543/1302 • Eurostat. (2023). Demography of Europe – 2023 edition. Available from: https://ec.europa.eu/ eurostat/web/interactive-publications/demography-2023 • Frost, P. J. (2007). Reﬂections on Organizational Culture and Collective Identity. Sage Publica- tions. • Holmerová, I., Horecký, J., & Hanuš, P. (2016). Speciﬁka systému poskytování péče o osoby s demencí a jinými speciﬁckými potřebami v České republice a ve Švýcarsku/Speciﬁcs of the care pro- vision system for persons with dementia and other speciﬁc needs in the Czech Republic and Switzer- land.. Tábor: Asociace poskytovatelů sociálních služeb České republiky. • Holmerová, I., Jarolímová, E., & Suchá, J. (2009). Péče o pacienty s kognitivní poruchou/Care of patients with cognitive impairment. Praha: Česká alzheimerovská společnost. • Horecký, J. (2020). Kolik lidí pracuje v sociálních službách? Sociální služby, XXII/2020, 25. ISSN 1803-7348. • Hroník, F. (2007). Rozvoj a vzdělávání pracovníků/Development and training of workers. Praha: Grada Publishing a.s.. • Ivzhenko, I. (2020). Supervision as a tool for preventing emotional burnout of social workers. Zeszyty Naukowe Wyższej Szkoły Technicznej w Katowicach, 12, 91-98. ISSN 2082-7016. • Jurovský, A. (1980). Osobnosť člověka pri práci. Bratislava: Práca. • Kilminster, S. M., Jolly B. C. (2000). Eﬀective supervision in clinical practice settings: a litera- ture review. Med Educ., 34(10),827-840. doi: 10.1046/j.1365-2923.2000.00758.x

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