This exchange highlighted key strategies and insights, forming the foundation of this article and underscoring the urgent need to prioritise solutions that enable care workers to feel valued, supported, and empowered to thrive.
Retention in care is a complex issue influenced by low pay, limited development opportunities, and administrative overload. Neil Eastwood, CEO of Care Friends, described the current situation as a “downward spiral,” warning that the sector risks losing its experienced workforce without immediate intervention.
“Providers must work together to share best practices and focus on simple yet effective changes—better onboarding, respectful rostering, and clear career pathways can make all the difference in improving retention”, Eastwood emphasised.
The scale of the challenge is significant. Eastwood estimates that 27% of care workers transition to NHS roles annually, attracted by better pay and career progression, while Skills for Care’s State of the Adult Social Care Sector and Workforce in England report highlights that approximately 60% of new starters in adult social care have no prior experience in the sector.
For Katie Furey, director of Katie Furey Consulting, addressing retention issues begins with operational efficiency. “Scheduling is a critical concern,” she explained.
“Poorly managed rotas often overburden some staff while leaving others without opportunities to develop, creating an imbalance that directly impacts morale and retention.”
Technology offers a potential solution to some of these challenges, but its implementation must be thoughtful. Furey explained that while tools like Access Care Rostering can streamline operations, reduce administrative burdens, and free up time for care, only 40% of technology solutions are fully utilised.
This is because staff often lack the training or confidence to use them effectively. Simplifying systems and providing adequate training are essential to ensure technology empowers, rather than frustrates, the workforce.
Operational consistency is equally important, with clear procedures and better communication between carers and office teams helping to create a more supportive environment.
Steve Sawyer, managing director at Access Health, Support and Care, highlighted the role of technology in addressing workforce retention. “By standardising operations through intuitive platforms, care providers can create more consistent experiences for staff and residents alike."
“The right tools not only improve scheduling and compliance but also empower carers by reducing administrative overhead, freeing them to focus on meaningful care and professional development. This directly contributes to a more engaged and satisfied workforce.”
“Retention isn’t just about systems; it’s also about people,” said Alison Porteous, locality manager at Skills for Care.
“We need a cultural shift to make care an attractive and respected career path. Structured training, development opportunities, and clear career pathways are essential to changing these perceptions.
“We also need greater diversity in recruitment, particularly encouraging men to join the sector and addressing biases that undervalue male carers.”
The predominantly female care workforce faces its own unique challenges, with 80% of the sector being women, many over the age of 40.
Workers often juggle personal responsibilities with demanding roles, and employers must consider tailored support, such as flexible working arrangements. Workplace culture also plays a critical role in retention.
Porteous stressed that empowering staff to voice concerns and fostering trust within teams can significantly improve morale and job satisfaction.
Financial wellbeing tools, such as Access EarlyPay, can also play a part in reducing stress by giving employees access to earned wages when they need it most.
Despite these challenges, the care sector has enormous potential to attract and retain talent by addressing its systemic issues.
Streamlining onboarding processes, investing in intuitive technology, and creating clear pathways for career development can transform care into a sector where people not only want to work but where they can see a future for themselves.
As Porteous aptly concluded, “Outstanding care providers put people at the heart of all decision-making. When we do that for our workforce as well as our residents, we can make care a career people are proud to pursue.”
The future of care lies in our ability to support those who dedicate their lives to supporting others. By prioritising workforce retention, the sector can build a sustainable future where high-quality care is accessible to all.