This month, Skills for Care have published their latest review of the size and structure of the adult social care sector and workforce in England.
We’ve summarised the main workforce headlines and considered what this means for social care recruitment and retention strategies.
Summary of findings
– The number of total posts within adult social care in England has increased by almost 3% to 1.84 million people – the largest increase since the records began in 2012/13. Since 2020, the workforce has sat at around 1.78 / 1.79 million.
– 1.705 million posts are filled by a person with approximately 131,000 vacant posts recorded. Around 126,000 positions are covered by bank or agency staff on any given day (independent and local authority sectors).
– Although vacant posts are down, overall vacancies are high compared to historical data and other sectors in England.
– An estimated 185,000 people have started direct care roles in the independent sector between March 2022 and March 2024 having been recruited internationally. This compares to 35,000 between 2020/21 and 2021/22.
– From 11 March 2024, dependants could no longer arrive on a visa with holders joining the UK Care Sector. Home Office data shows a decrease in Health and Care visas granted – from 26,000 a quarter in 2023 to 3,300 granted in Q1 2024. It is expected that international recruitment levels will continue to decrease during the remainder of the year, and into 2025.
– Lower turnover (down almost 5% to less than 26%) largely influenced a reduction in starters across the independent sector (31.5%). International recruitment is suggested as another key driver in this change.
– Approximately two-thirds of leavers take up a new role still within social care.
– If the sector grows proportionally to the projected number of people aged 65 and over in the population, it is estimated that the workforce will need to increase by 23% creating 430,000 additional posts – taking the size of the sector to 2.27 million.
What considerations are needed for recruitment and retention strategies?
#1 – Invest in better domestic recruitment activity
Boost your recruitment efforts within the local talent market in readiness for less international recruitment activity. Get to know your communities locally, and make sure you’re known to offer opportunities that reflect their needs. A good recruitment partner can help you to understand the local market and workforce, create compelling recruitment messaging, and tell you how you compare to other local employers.
#2 – Focus on building a flexible workforce pool
Develop a workforce strategy that prioritises flexibility, ensuring you have a diverse range of people who can adapt to changing demands. Implementing flexible working hours, offering part-time positions, and creating a supportive environment can help attract and retain a more versatile workforce. Target hotspot locations with thought-out bank recruitment campaigns to keep agency spend down.
#3 – Understand why people are leaving
Personal reasons? Relationship with manager? Seeking more flexibility? Make sure you know how you compare to sector findings on the reasons frontline workers exit. New starter, retention, stay, and exit interviews are non-negotiable. Partner with a third-party retentions expert for consistency and honesty. And then act on feedback.
#4 – Futureproof your teams with early talent
Invest in the next generation of social care by creating apprenticeship programs, placements, and partnerships with educational institutions. Early engagement with young talent helps secure a steady pipeline of skilled workers for the future. Many students already studying Health & Social Care can’t secure jobs in our sector (crazy, right?) – too often told that they’re too young, don’t have enough experience, or aren’t flexible to meet the needs of a full rota pattern.
#5 – Look at your own data
Utilise your organisation’s data to identify trends, strengths, and areas for improvement within your workforce. What are your current recruitment metrics telling you (cycle times, conversions, pipeline)? At what point do people leave (experienced vs. new to care)? How diverse is your employee pool? Analysing this information can guide your recruitment and retention strategies, ensuring they are data-driven and effective.
#6 – Optimise your process
Streamline your recruitment and onboarding processes to enhance efficiency and candidate experience. This could involve leveraging technology, simplifying application procedures, and ensuring a smooth transition for new hires, which can significantly improve retention rates. Start by breaking down each stage and identifying improvements – aim for incremental gains. Identify where partners might be able to help you improve processes such as pre-employment.
Our thoughts…
Despite some positive developments in the latest data, recruitment and retention remains a top priority for care providers nationwide. While we await the next annual workforce report from Skills for Care in October with interest, we do not expect major changes in the data. One thing is clear: international recruitment has made a significant impact recently, but it is only one piece of the puzzle. A focused approach to domestic recruitment is now more crucial than ever, as we anticipate a shift in activity over the coming months.
