After a tumultuous 2024, the challenges care providers may face this year remain uncertain. However, it’s essential to start planning now to attract and retain talent, ensuring you stay one step ahead.
Here are some of the two main challenges that we know we will face:
Workforce Shortages: The sector is already experiencing high vacancy rates, with Skills for Care reporting in October that there are currently 131,000 vacancies, with a turnover rate of 24.2% due to low pay, high pressure and burnout.
Funding Issues and Budget Implications: Funding will remain a challenge, with local authorities continuing to be strapped for cash. We know that National Insurance contributions for employers will increase by 1.2 percentage points to 15% from April 2025, employers will need to pay national insurance from £5,000 (previous £9,100) and that minimum wage is increasing. Whilst local government will receive funding worth approx. £600m for social care, this won’t touch the sides when you consider this includes childcare and adult social care.
There will be other challenges at a local and national level, and knowing these will be advantageous to be able to prepare, however let’s focus on some things we can do with regards to attracting and retaining talent.
Utilise Governments Budget Announcement
It will not just be social care that pays the price for the budget in April, but businesses of all sizes. Other sectors are leaps ahead of AI and automation, and with this could come big job losses. This could be a chance for social care to swoop in and showcase the roles we have, and attract new talent into the sector, just like we did in the pandemic.
Flexible Working
With the increase in work-life balance being a priority for people, it is vital that in 2025 we become more flexible within the sector. We need to move away from the set shift patterns, and embrace part time hours, split shifts and flexible working.
Social Media and Marketing
Social care holds a unique position when it comes to advertising roles and services. To succeed, it’s vital to establish a presence on social media, focusing on the platforms that work best for your audience—you don’t need to be everywhere.
In 2024, the rise of user-generated content allowed social care to tap into authentic, engaging storytelling. Looking ahead, 2025 marketing trends point towards employee-generated content as the next big opportunity. Combining these two approaches in your strategy can showcase your services, highlight the essence of social care, promote company culture, and attract a wider audience than many other sectors.
Most social media platforms now function as entertainment hubs, and organisations focusing solely on selling products, campaigns, or roles often struggle to generate views or engagement. Why? They fail to deliver what audiences crave: value, storytelling, and entertainment. Social care is inherently rich in these qualities, offering real stories of impact and human connection. By harnessing this, the sector can not only drive engagement but also convert it into meaningful leads.
Mission, Vision and Values
Job seekers are increasingly becoming more aware of the companies they are working for, wanting ones that complement the values they hold. As providers, we need to ensure we have consistent messaging, clear values and utilise these to attract those who share similar ones. We need to move away from generic statements such as ‘to be the provider of choice’ and to have bolder, more meaningful ones and ensure we clearly communicate these.
Technology
Technology is advancing rapidly, offering solutions to automate repetitive tasks and complement roles within your organisation, such as social media management. As we step into the new year, it’s an ideal time to review existing processes and explore the tools available to attract new staff, streamline recruitment, and enhance the onboarding journey.
One approach my company has adopted is auditing our current systems to uncover unused features and activate them. For instance, we use Blink for internal communication and discovered a feature that automatically sends videos, pictures, or messages to new starters during their first week. We’ve leveraged this by having our Registered Manager and Managing Director create short welcome videos, accompanied by visuals highlighting our values. These are sent automatically to new hires in their initial days, fostering a warm and engaging onboarding experience.
Artificial intelligence (AI) is set to be the game-changer for 2025, with AI-powered recruitment technologies transforming hiring processes. These tools can track candidates, streamline workflows, automate job offers or declines, and engage with applicants more effectively. I encourage you to look beyond the social care sector to see how other industries are embracing AI, and adapt these innovations to your organisation.
Finally, adopting dynamic and impactful technologies isn’t just about efficiency—it’s about staying competitive. The next generation of talent expects to work with digital tools that support and empower them in their roles. By embracing the right technology, you’ll position your organisation as a forward-thinking leader in the sector, attracting top-tier talent and setting yourself apart from competitors.
Culture
No one wants to go to work feeling undervalued, unheard, or demotivated. Social care, at its heart, is one of the most nurturing sectors, driven by compassionate people and meaningful services. However, the fast-paced nature of the work and the stress factors surrounding it can often impact workplace culture.
To sustain a positive environment, we must prioritise the well-being of our employees. This means fostering open communication, demonstrating transparency, and ensuring larger organisations bridge the gap between corporate decision-making and the realities faced by frontline staff. A thriving culture doesn’t just happen—it’s built through intentional efforts to support, align, and value every team member.
Reward and Benefit
Alongside positive culture, we also need to ensure we have a clear benefits package which is competitive (or better) than other organisations in the surrounding area. In social care, we can often struggle to compete with other sectors, due to the funds we have available to do this, however there are many things we can offer. We need to move away from listing benefits such as ‘company pension’ – this isn’t a benefit, this is a legal requirement. Instead split the two like below (and I have offered some examples):
- What We Offer
- Company Pension (include the %)
- Access to Blue Light Card Membership
- Access to Blue Sky Social Care Card
- Access to NHS benefits (if you have NHS mail)
- Access to pool/company car
- Access to xyz
- Company Benefits
- Career Pathway – have a link on your website and link it out.
- Employee Assistance Programme
- Wellbeing Support
- Flexible Working Opportunities (if you offer this)
- Uniform Provided or Casual Dress Code
Listen and Learn
Feedback has always been essential, and even more so with the CQC Single Assessment Framework. Collect feedback as often as you can, learn from it and shape your company from it. Be sure to utilise ‘you said, we did’, so staff can see what action is happening. You won’t always be able to implement everything, and staff are not expecting this, but be honest if you cannot and offer something in the middle where you can.
Final Thoughts
2025 is set to be a challenging year for many providers. While attracting new staff is important, the key to solving recruitment challenges often lies in focusing on retaining the team you already have. Many organisations spend significant amounts on recruitment, overlooking the high turnover rates draining their workforce. By shifting some of that investment toward your current staff, you can naturally boost satisfaction, foster a sense of value, and improve retention.
Start by conducting Exit or Leavers’ Interviews to understand why people are leaving and use this feedback to make meaningful changes. You don’t need to offer everything—focus on three or four initiatives that truly support your team and are well-utilised. A short survey asking for feedback on current benefits and suggestions for improvement can provide valuable insights.
Learning and development is a top priority for many in social care. Offer continuous learning opportunities, take advantage of free training through your Integrated Care Board, Local Authority, or Skills for Care, and create personalised development plans. Clear career pathways for ambitious staff members can also make a significant difference in retention.
Finally, remember that mental health matters. Encourage open conversations and support systems within your organisation. If you’re struggling, reach out to colleagues, family, or friends. No one should face challenges alone. By prioritising both the well-being and professional growth of your team, you’ll build a stronger, more resilient workforce.
.svg){kind=icon}
