The second wave of the Adult Social Care (ASC) workforce survey released last week presents what, at first glance, looks like a positive story. Measures of wellbeing – including life satisfaction, happiness, and a sense of purpose – have all improved since the first wave of the study in 2023. In many ways, this reflects the sector regaining some stability following the unprecedented pressures of COVID-19.

But we should pause before interpreting this as meaningful progress.

Wave one captured a workforce under extreme strain. Improvement from that baseline was always likely. And yet, despite these gains, the underlying picture remains concerning. Perhaps most critically – intention to leave remains stubbornly high. A quarter of the employed workforce say they will leave as soon as they can, and 3 in 10 are actively considering a new job within the next 12 months.

In a sector already contending with reduced access to international talent, losing 3 in every 10 team member is not just a workforce issue – it is a sustainability issue.

More concerning still is where people are going. For those considering leaving, the most common destination is outside of health and social care entirely (32%). Our own exit interview data from across the sector suggests this is often closer to 50%. This shows that turnover is not just an issue of organisational churn, it is a sector wide challenge in attracting and retaining our workforce.

What is actually driving this?

The reasons for leaving have remained similar to wave one: stress and burnout, low pay, lack of recognition and support, and lack of career opportunities. These are not new insights – but they are persistent. And persistence tells us something important: incremental improvements in wellbeing measures are not yet translating into meaningful changes in the lived experience of the workforce.

From wellbeing to workforce reality

This is where the conversation needs to shift.

Wellbeing cannot be treated in isolation – the day-to-day reality of work is what shapes both wellbeing and retention. Despite progress, 56% still face financial insecurity, many struggle with workload and work-life pressures, and the presence of harassment, bullying and abuse highlights issues around safety, culture, and feeling valued at work.

What does this mean for providers?

The most effective responses are unlikely to come from standalone wellbeing programmes. Instead, they lie in addressing the structural and cultural drivers of workforce experience.

1. Take a values-first approach to recruitment
Care is inherently relational. Recruiting individuals whose values align with both the organisation and the reality of the role improves resilience, engagement, and long-term fit. But do it well and do it consistently – at every stage.

2. Treat retention as a continuous process, not an outcome
Understanding employee experience across the full lifecycle within your own organisation is essential. New starter check-ins, stay conversations, and structured exit insights provide the intelligence needed to act early, not react late. This practice is often inconsistent, patchy, and led by those who may not receive (or want to hear) honest feedback.

3. Make engagement meaningful and consistent
Structured, values-led 1:1s and regular check-ins enable managers to identify early signs of disengagement or additional support needs – and intervene before issues escalate. Too often, these challenges go unaddressed until they result in reduced performance or people choosing to leave. When these key moments are instead meaningful, person-centred conversations, they drive clarity, reinforce value, and improve performance.

4. Invest in managers as the critical lever
Where people feel supported, safe, and valued at work, outcomes improve. While organisations set the vision and values, and leadership visibility matters, it is often the day-to-day actions of line managers that most strongly shape employee experience.

Recruiting and developing managers who align with organisational values, demonstrate strong people skills, and can actively shape positive team cultures is one of the most powerful levers for change.

5. Prioritise career development and targeted progression
Career development remains a clear gap. There is a need to move beyond generic pathways and instead focus on personalised development. Not everyone will want to progress into management; some will want to deepen their expertise and specialise within their role.

For those who do want to step into management, tailored plans are needed to build the specific skills and confidence required to succeed in care leadership.

The bigger question

Reflecting on wave two findings, there are clear signs of progress – but progress in itself is not the same as meaningful change.

Until workforce experience, management quality, financial security, and career pathways are addressed in a joined-up way, retention will remain a challenge. Even within the context of wider funding constraints, and a Fair Pay Agreement unlikely for two more years, there is still significant opportunity for providers to influence the factors that shape day-to-day experience.

Workforce retention, ultimately, is the clearest measure of whether the sector is truly moving forward – because if people are still choosing to leave, the underlying challenges remain unresolved.

At Cohesion and Care Character, supporting care providers to improve retention outcomes remains a key priority. Our ‘Retention Club’ brings providers together to share best practice and practical ideas. To find out more, contact Dave Beesley – dave.beesley@cohesionrecruitment.com.

If you’re looking for support with values-based recruitment, hiring managers who align with both organisational values and management competencies, employee interviews across the full lifecycle, or care-specific assessment and development tools, we can help.