Thoughts of our CEO, published in Care Home Magazine on May 7th 2025 – relating to Solving the Caregiver shortages.
- Sophie Wilson
- May 7
- 5 min read
The care sector is facing increasingly challenging conditions that have been building for a number of years, and staff are striving to provide the high-quality support that residents deserve against a backdrop of financial strain, burnout, and an ageing population.
While many of these pressures were having an effect before 2020, the Covid-19 pandemic inevitably made existing problems worse, and these conditions have not improved post-pandemic, putting further strain on over-worked teams.
Despite the huge sacrifices made by care home employees throughout the pandemic, a report by Warwick Business School found that very little of the £2.1 billion government financial support for care homes went into supporting staff. Further to this, the report found that 42 per cent of the care workers spoken to were in financial distress related to working in care homes during the pandemic.
It should be no surprise then that these financial pressures, coupled with mounting stress, burnout and job dissatisfaction, mean the care sector is facing significant staff shortages and issues with retention.
With more than 150,000 vacancies and an annual turnover rate of 30 per cent in the industry, it’s clear that more needs to be done to attract and keep talented staff in these crucial caring roles. We need to work together to make this happen.
Investing in training and career progression
Taking on a role in the care sector is hugely rewarding and requires a wide range of skills and specialised experience, including robust communication skills, some clinical understanding, emotional resilience, and the ability to problem solve under stressful circumstances.
Despite the diverse set of requirements and the flexibility needed to work in a caregiving role, in some homes there is often very little in the way of training and development on offer, nor is there a clear career path provided for those in such jobs.
Career progression is key to job satisfaction, and the Welsh Local Government Association has acknowledged there is a need for a pathway to progress within a professionalised care sector. By proving its commitment to upskilling and investing in its people, the sector can begin making progress towards retaining talent.
Offering mentoring opportunities with more senior staff members is one tactic to explore, while investing in training in the latest technology will give team members the chance to learn new skills that will serve them in their career long-term. For instance, investing in AI to improve efficiency in care homes means staff will need to upskill to learn how to use the technology.
All employees want to know that their employer is invested in their growth, and caregivers are no different. Taking steps to give them this confidence is crucial if the best workers are to stay in the industry long term.
Developing a supportive environment
Care work is both physically and emotionally demanding. Not only do staff work long hours, but they often care for individuals with complex needs, which at times can be under distressing circumstances.
Such demanding conditions inevitably take a toll on care home staff who are often pulled in many different directions due to understaffing and this, in turn, has an impact on the quality of care they can provide for residents.
Having mental health and wellbeing support in place for care home staff is often overlooked but can go a long way in giving them an extra helping hand.
Mental resilience is crucial when dealing with the day to day responsibilities of care work, but in the face of mounting pressures it is no surprise that three quarters of care workers’ mental health worsened as a result of the pandemic.
Providing more support for staff wellbeing is crucial if the industry wants to attract and retain the best staff. Investing in counselling services or peer support groups can give workers the chance to voice any concerns or stresses before they escalate, making them better able to care for residents.
Increasing wages and rewards
Times are tough financially for the care home sector, thanks to chronic underfunding, and care workers have felt the brunt of this through low pay.
Given the demanding nature of the role, many agree that those working in the sector should be paid a fairer wage for their efforts, yet this has proved impossible due to the lack of available funds.
While it may not be an easy fix, increasing the wages of care workers is vital if current staff are to feel valued and future talent is to consider a career in the industry. If staff cannot live off their wages, they will have no choice but to find a higher-paying job, no matter how rewarding they may find the work.
Providing staff with other rewards for their hard work is an alternative approach that can show they are valued. For instance, ‘employee of the month’ schemes acknowledging stand out work can help boost team morale and Long-Service awards can also have a positive impact on staff retention.
Changing perceptions
The challenges the care sector is facing have clearly had an impact on how a career in this industry is perceived. Working long hours for low pay in challenging conditions is not something many people would be willing to do, so it’s hardly surprising that many are struggling to recruit and retain talent.
While it will be difficult to completely change perceptions until pay and conditions are improved, we can make an effort to highlight the positive aspects of working in the sector.
Caring for residents is an extremely rewarding career and gives staff the opportunity to make a real difference to the lives of vulnerable people when they need it most. Not only do caring staff build strong bonds with residents, but they also have the chance to see first hand the impact of their work and how the right care can improve lives.
Educating people about the value of this work is important in changing perceptions, and the earlier we can start, the better. By partnering with local schools and colleges to educate young people on the benefits of embarking on a career as a caregiver, the industry can begin to challenge some of the preconceptions of this being low-skilled and poorly valued work.
This strategy also provides opportunities for the development of mentorship programmes, helping tackle the lack of training and development in the sector.
Final thoughts
Solving the caregiver shortage is not going to be a quick fix, but with planning and strategic thinking we can begin to address the issues that are deterring individuals from pursuing a career in the industry.
By treating individuals and teams with the respect and recognition they deserve, raising awareness of the positives of a caregiving role, and improving working conditions, the industry can begin to attract and retain the talent that is so desperately needed.
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