Theme 1: Workforce
Discussions around workforce were the most common theme across all of the forums and it was widely recognised that these challenges are prevalent across the whole adult social care market.
Recruitment strategies are needing to be adapted to improve the reach of advertisements, such as through the use of social media. Providers felt that care as a profession was often seen as a ‘last resort’ for students and some expressed a lack of confidence in the motivations and experience of younger people. They felt that the promotion of all types of care in schools may help to dispel any myths of working in an adult social care role.
International recruitment has been a ‘saving grace’ for some providers, although concerns were expressed with issues around sponsorship, visas and references, practical issues with housing, potential cultural and language barriers and the sustainability of this model in the longer term.
Recruitment strategies are needing to be adapted to improve the reach of advertisements, such as through the use of social media. Providers felt that care as a profession was often seen as a ‘last resort’ for students and some expressed a lack of confidence in the motivations and experience of younger people. They felt that the promotion of all types of care in schools may help to dispel any myths of working in an adult social care role.
International recruitment has been a ‘saving grace’ for some providers, although concerns were expressed with issues around sponsorship, visas and references, practical issues with housing, potential cultural and language barriers and the sustainability of this model in the longer term.
Staff retention was seen as being equally as challenging as recruitment. Low rates of pay mean that staff may not be able to afford to stay in the sector and leave to go to roles with higher pay and less responsibility, such as retail and hospitality. Providers noted that staff are now more likely to have multiple jobs and rely on welfare services. It was felt that pay should match responsibility where possible, with staff taking on additional tasks, for example, clinical activities, to support the needs of the market. Flexibility around working hours was felt to be a positive aspect of working in the sector which helped support retention.
Travel time and costs were noted as a key factor for some staff, with some domiciliary care providers suggesting that staff movement to residential care was due to it providing a consistent location. Others noted that Gloucestershire County Council’s hyper-localised commissioning approach had helped to counter this by reducing travel and supporting staff retention as a result.
Staff retention was seen as being equally as challenging as recruitment. Low rates of pay mean that staff may not be able to afford to stay in the sector and leave to go to roles with higher pay and less responsibility, such as retail and hospitality. Providers noted that staff are now more likely to have multiple jobs and rely on welfare services. It was felt that pay should match responsibility where possible, with staff taking on additional tasks, for example, clinical activities, to support the needs of the market. Flexibility around working hours was felt to be a positive aspect of working in the sector which helped support retention.
Travel time and costs were noted as a key factor for some staff, with some domiciliary care providers suggesting that staff movement to residential care was due to it providing a consistent location. Others noted that Gloucestershire County Council’s hyper-localised commissioning approach had helped to counter this by reducing travel and supporting staff retention as a result.
Providers recognised the potential for competition within health and social care as they often seek recruits from the same small pool. As previously noted, providers also recognised competition from other sectors, drawing potential applicants away to higher paid roles.
Across each of the forums, providers felt that clearer career pathways and more parity with the NHS would help support people to remain in the sector. Providers reported that some recruits leave adult social care for the NHS once they had gained initial skills as the terms and conditions were seen as more favourable.
It was suggested that providers could work together to provide opportunities, such as secondments or work experience, to help people to find out which roles in the sector suited them.
Providers recognised the potential for competition within health and social care as they often seek recruits from the same small pool. As previously noted, providers also recognised competition from other sectors, drawing potential applicants away to higher paid roles.
Across each of the forums, providers felt that clearer career pathways and more parity with the NHS would help support people to remain in the sector. Providers reported that some recruits leave adult social care for the NHS once they had gained initial skills as the terms and conditions were seen as more favourable.
It was suggested that providers could work together to provide opportunities, such as secondments or work experience, to help people to find out which roles in the sector suited them.
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