Skills for Care Workforce Strategy: Attract and Retain

Over the past several months, I was privileged to be part of a group involved in the new Skills for Care Workforce Strategy. It was great to see Oonagh Smyth and Sir David Pearson launch this strategy in London last month. Many people have contacted me for my thoughts on the three strands of the strategy. In response, I will do a three-part series examining these strands, suggesting actions, and discussing potential future changes for us managers, our teams, and organisations.  

Firstly, what is the Skills for Care Workforce Strategy?

Led by Skills for Care, the Workforce Strategy is an initiative by and for the social care sector. In summary, the strategy defines where the social care sector is now, the drivers and case for change, and where we need to get to, to build the workforce of the future.

The three strands to the Skills for Care Workforce Strategy are:

1. Attract and Retain
2. Train
3. Transform

Why is the Skills for Care Workforce Strategy so important?

The Skills for Care Workforce Strategy is crucial as social care continues to evolve and expand. With projections indicating a need for over 540,000 additional social care posts by 2040, on top of current vacancies, the workforce must grow in tandem with these demands. This expansion is vital not only to address immediate staffing needs but also to ensure that care users receive the support they need. The sector, often misunderstood despite its essential role and the care required, faces challenges in attracting talent.  

This strategy presents a significant opportunity for individuals to pursue rewarding careers in social care. Skills for Care’s comprehensive strategy, developed through extensive collaboration with government bodies, integrated care systems, employers, people receiving care, and other stakeholders, represents a plan for collective investment, reform, and transformation. Spanning 15 years and involving thousands of contributors, this strategy aims to address workforce challenges and drive positive change within the sector.

In this blog, I will focus on "Attract and Retain”. I will outline the commitments of Skills for Care and partner organizations, along with their recommendations and my thoughts.

Championing fair pay: Recommendations 1-2

1. Joined-up, consistent action on pay. Central government (lead) with local government, unions and employers. (2024) 

2. Consider the modelling in this Strategy in the Fair Cost of Care exercise. (2025, ongoing). Central government with the Department of Health and Social Care (DHSC) and local government. We have modelled and costed three options for improving pay in the recommendations and commitments section. 

The first two recommendations from the Skills for Care Workforce Strategy focus on pay, and I was unsurprised to see this highlighted for both central and local government. However, after years of campaigning for improvements in social care, I question whether we will see these changes come to fruition. While I genuinely hope they do, I believe that social care has much more to offer beyond just pay.

Having championed better pay in my own and previous organisations, I know that while increased pay can attract more applicants, it doesn't necessarily retain them. If it does, you may end up with staff who feel financially tied to the company but don't share its vision and values, leading to individuals who are more interested in the salary than in providing care. Here are some areas I recommend focusing on:

• Engage with local care associations and providers: Start conversations with commissioners about hourly rates for the people you support so that any increase can be passed on to your teams.
• Hold your local authority to account: Ensure you can pay your staff adequately. Remember, local authorities are now inspected by the CQC under the same framework.
• Promote flexible working and work-life balance: Review how your company encourages these practices.
• Recognise and reward your team: Celebrate successes and achievements to foster a positive work environment.
• Review your training and development framework: Establish clear career pathways.
• Provide regular feedback and improve employee engagement: Keep your team motivated and involved.
• Review your wellbeing and mental health initiatives: Ensure the mental health and wellbeing of your employees are prioritised.

Striking the balance between international and domestic recruitment: Recommendations 3-5

3. A transition plan to increase domestic recruitment and reduce international recruitment. Government departments/bodies and the sector. (Ongoing) 

4. Continued funding to support ethical international recruitment. DHSC. (Ongoing) 

5. Review the application of ethical recruitment. DHSC and Home Office. (By March 2025) 

The next three recommendations focus on both international and domestic recruitment, urging action from government departments and sector bodies. Many organisations have turned to hiring international staff to meet the growing demand for care and support, thereby enhancing their sustainability. However, relying solely on international recruitment poses a risk; if the government changes its policies or framework, our businesses could suffer. We witnessed this when the government restricted international workers from bringing their families, resulting in a significant departure of staff from health and social care sectors. Here are my recommendations:

• Consider international recruitment: Build a diverse pool of international staff to complement your domestic team.
• Develop a comprehensive international recruitment policy: Ensure your policy complies with regulations and includes clear mechanisms to integrate overseas recruits through induction and training. The National Care Forum offers an excellent pastoral guide that can be downloaded for free.
• Review local recruitment strategies: Explore additional offerings that could enhance your local recruitment, aligning with my previous recommendations.
• Explore opportunities with displaced individuals already in the UK: If you are starting or continuing with international recruitment, consider hiring those who are displaced and already residing in the UK. Lifted Talent is a great company assisting providers with this initiative; you can find out more about their services.

Retaining talent: Recommendation 6

6. Regulator encouraging recruitment and retention plans. Commitment – Care Quality Commission (CQC).

There is increased discussion around retention plans within social care, and it’s crucial to consider what this looks like for your organisation and how you can retain your staff. To achieve this, I recommend the following steps:

• Analyse your current retention and turnover rates: Investigate the reasons why people are leaving.
• Conduct team surveys: Gauge their satisfaction levels and address their concerns.
• Perform exit interviews: Gather insights from departing staff.
• Establish a clear career pathway: Provide opportunities for professional growth.
• Review your retention, recognition, and reward programmes: Ensure they are effective and competitive.
• Assess your competitors’ strategies: Stay informed on industry standards and innovations.

Diversifying the care talent pool: Recommendation 7

7. A 10-year attraction plan focusing on men, younger people and people with technical skills. Cross-sector partnership, sponsored by Department for Work and Pensions (DWP) and DHSC. (By summer 2025) 

While there is indeed a shortage of men in social care, I do not see this as a significant issue for the sector and was surprised to find it highlighted as a recommendation. From my operational experience, it remains evident that many people we support prefer female care workers over male ones. Conversations with home care owners and care home providers across the country confirm this trend. Providers have also noted a demographic shift, with more young people entering the sector as older staff leave for less demanding roles or career changes.

I believe we need to focus on attracting younger generations to social care and fully support integrating individuals with technical skills. However, it is essential to consider roles that can utilise these skills effectively, which is currently a challenge for most small and medium-sized organisations. To stay ahead, I recommend the following strategies:

• Tailor your recruitment messaging: Ensure your advertising reaches the desired demographic, including men.
• Leverage social media: Run targeted ad campaigns to reach a broader audience.
• Partner with educational institutions: Collaborate with local colleges, high schools, and universities to attract young talent.
• Review your equality and diversity approach: Make sure your messaging resonates with the demographic you wish to attract.
• Feature stories of current staff: Share the experiences of staff who belong to your target demographic across social media, your website, and in recruitment campaigns.
• Level up your technology approach: Attract the younger generation by adopting seamless technology, such as digital care management tools like Log my Care.  

Recognising individual employers: Recommendation 8

8. Support for individual employers. The Local Government Association (LGA). (Start 2024) 

An individual employer is a person directly employing a personal assistant for their care and support. Most care homes and home care companies would not be able to do much within this area, however supported living services could begin to review how they support people to employ their own carers.  

Attracting top talent into care: Recommendations 9-11

9. A national programme to attract graduates and career changers. DHSC. (From 2025) 

10. Attract more social workers and occupational therapists with a clearer pathway and financial support for students. DHSC; DfE; Social Work England (SWE); the British Association of Social Workers (BASW); the Royal College of Occupational Therapists (RCOT) and Skills for Care.

11. Attract more registered nurses and nursing associates to social care and offer attractive career pathways to retain them. DHSC; Council of Deans of Health; Universities; ICSs. (From 2025) 

Strategy recommendations 9-11 aim to attract graduates, career changers, and more qualified nursing staff into social care. Although much of this may be beyond our immediate control, we can still take steps to cultivate these opportunities and relationships:

• Establish clear career pathways: Outline progression routes for staff within the organisation.
• Communicate training and development opportunities: Ensure potential and current employees understand the growth opportunities available.
• Promote flexible working arrangements: Clarify your commitment to accommodating care staff pursuing qualifications in social work, therapy, etc.
• Partner with educational institutions: Collaborate with local colleges, high schools, and universities to build connections and attract talent.
• Offer work experience placements: Provide practical experience to students and potential career changers in your services.
• Consider hiring apprentices: Engage apprentices to fill these roles and develop their skills within your organisation.

Calling for commitment from the Department of Health and Social Care: Recommendations 12 – 18

12. A People Promise for social care. Skills for Care, commissioned by DHSC. (Scoping 2025, launch 2026) 

13. Scope retention pilots in five ICS areas. DHSC; Skills for Care and stakeholders. (2026-27) 

14. Regulator support for workforce wellbeing and equality, diversity and inclusion. CQC. 

15. Create Workforce Strategy employer champions. Commitment - Skills for Care and provider representatives. 

16. Retain more internationally educated registered nurses working in social care through pathways, support and regulation. Nursing and Midwifery Council (NMC); CQC; DHSC.

17. Implement the Social Care Workforce Race Equality Standard (SC-WRES). Skills for Care and partners (commitment); DHSC; Ministry of Housing, Communities and Local Government; Department for Education (DfE) and CQC. (From 2024) 

18. Improve wellbeing through guidance, training, NHS Health Checks, regulation and awareness-raising. Sector and health organisations (2024, 2025, ongoing); DHSC (2025); CQC (From 2025). 

I have grouped the last seven recommendations together because they mainly concern commitments expected from the DHSC, local authorities, and government departments. However, they share a common theme of wellbeing, equality, diversity, and inclusion. As providers, here are some actions we can take:

• Review current wellbeing offerings: Identify what is working well, what staff appreciate, and what they would like in the future.
• Explore external support options: Determine what external resources are available, how to signpost or refer people, and ensure staff know where and how to access these services.
• Integrate wellbeing into supervision and appraisals: Make wellbeing a regular topic of discussion in staff evaluations.
• Appoint a wellbeing champion: Designate a staff member to advocate for and oversee wellbeing initiatives.
• Consider hiring a wellbeing specialist/practitioner: If feasible, bring in experts to conduct workshops or drop-in sessions to help build staff resilience.
• Review your equality, diversity, and inclusion policies: Ensure you have a zero-tolerance protocol and that your policies are up-to-date.
• Assess your team’s training in equality, diversity, and inclusion: Gather feedback from staff who have completed the training to determine if any changes to the course or materials are necessary.
• Establish an equality, diversity, and inclusion champion: Appoint a team member to lead and promote initiatives in this area.

Many providers are likely already implementing some of these practices, but there may still be areas worth exploring. I strongly recommend creating a document that outlines all the Skills for Care recommendations relevant to your organisation, along with an overview of your current practices and plans for strengthening or addressing these recommendations. This approach will not only advance your service and organisation but also provide valuable evidence for your next inspection, demonstrating your commitment to integrating Skills for Care's recommendations and showcasing your dedication to continuous improvement.

If you want to find out more about the Skills for Care Workforce Strategy, you can find these here.  

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