In the wake of the 2024 annual State of Adult Social Care report, Paul O’Rourke, Managing Director of Next Stage, emphasises the crucial need to address high staff turnover in the adult social care industry to invest in both individual employees and improve the quality of care they provide…
In a sector where continuity of care is paramount, the adult social care industry faces a critical challenge: staff turnover. With over a quarter of care workers in the independent sector leaving their roles in 2023-2024, it’s clear that retaining skilled and dedicated staff is more crucial than ever.
The current statistics are alarming. Between 2022 and 2023, approximately 390,000 individuals left their positions, contributing to a vacancy rate of 8.3%. The chronic shortage of staff compromises caregivers’ ability to provide undivided attention to those in need, ultimately impacting the quality and continuity of care.
Based on current projections, we will need to expand the care workforce by 480,000 roles by 2030. To meet this demand, we must invest in care workers through comprehensive support, professional development, and a culture that values their contributions. As someone who continues to navigate this challenge, I’ve seen firsthand how prioritising staff wellbeing and professional growth can transform both individual careers and the quality of care provided.
The blockers to staff retention
Understanding how a lack of employee experience and training in adult care contributes to staff turnover is key to developing effective retention strategies. Care workers have a staff turnover rate of more than twice that of senior care workers, this is a key indication that training and experience are vital to reduce staff turnover. Inexperienced staff often feel overwhelmed by the complex emotional and physical demands of adult care, leading to burnout and job dissatisfaction. This, in turn, raises turnover rates, as employees seek more supportive environments.
Adult social care is not limited to standard working hours, it is a continuous responsibility. Working outside of these hours can place a strain on employees’ personal and family lives, particularly if staff do not feel completely confident with their training and skills. To ensure staff well-being and work-life balance we need supportive environments within care settings that prioritise effective communication and training.
When caregivers are paid poorly or only offered zero-hour contracts, retaining skilled staff becomes difficult. The result is a revolving door of inexperienced workers, which directly undermines the quality of care. This instability severely disrupts the continuity of care, with those receiving support often facing a constant shuffle of unfamiliar caregivers, losing trust and personalised care in the process. The high cost of childcare outside of regular working hours can bring further financial hardship and significantly impact the well-being of healthcare professionals. It’s time to address the issue of staff turnover head-on to prevent the crisis in adult social care from escalating.
The long-term benefits of employing permanent staff
There are a multitude of benefits of employing permanent staff – a stable workforce contributes to better care outcomes, improved team dynamics, and cost-effectiveness in the long run.
With permanent contracts come job security, stability, and the chance to build long-term relationships with those in need of care. This continuity fosters trust and allows caregivers to provide personalised, consistent support that simply can’t be achieved with a rotating team of temporary staff. Permanent roles boost staff morale, reducing burnout and disruptions in care. Investing in a stable, committed workforce is key to improving care quality, empowering staff, and ensuring that vulnerable individuals receive the reliable, compassionate support they deserve.
How can we improve staff retention?
Training is fundamental to improving staff retention. The average turnover rate in March 2023 was nine per cent lowerwhen compared to 2022 amongst care workers who had received some form of training. With relevant training and qualifications comes more confidence, lower stress levels and ultimately, lower the risk of staff burnout. Staff ultimately want to feel valued, and providing them with useful training showcases you are investing in them. Recognising gaps in experience will allow the industry to design effective training programs and foster a supportive work culture that equips staff with the skills and confidence needed to succeed. This will, in turn, enhance the quality of care in the long term to provide individuals with the support they deserve.
Like training, when workers feel valued through fair wages and reliable employment, they’re more likely to stay in the sector, build experience, and offer higher-quality care. Competitive pay not only attracts skilled caregivers but also motivates them, reducing burnout and the need to seek better-paying jobs elsewhere. The stability full-time positions provide allow caregivers to form meaningful connections with those who need support. Fair pay and salaries are essential for healthcare professionals, but the government also needs to address the broader issue of childcare costs to support these professionals financially when working irregular hours.
While monetary compensation is important, other factors contribute to employee welfare and happiness. Next Stage has found that employees feeling valued and having the opportunity to contribute to the work environment can have a significant impact on job satisfaction and overall well-being. Adequate pay is not the only solution, we also need to ensure we have a supportive work environment.
Ultimately, this is what it comes down to – successfully helping those who need support, and ensuring they receive consistent, high-quality care from dedicated professionals who understand their unique needs and preferences.
The path to better care outcomes starts with staff
Critically high staff turnover highlights the desperate need for change in the sector to improve staff retention. By investing in care workers through comprehensive support, professional development, and a culture that values their contributions, we can create a more stable, effective, and fulfilling environment for both staff and those they care for. This approach not only addresses the immediate issue of turnover but also elevates the standard of care across the sector.
At Next Stage A Way Forward, we’ve seen the transformative impact of prioritising staff retention. By valuing our care workers and investing in their growth, we’ve not only reduced turnover but also enhanced the quality of care we provide. It’s time for the entire sector to recognise that the path to better care outcomes starts with nurturing and retaining our most valuable asset: our people.
Photo by Resume Genius on Unsplash
