Recruitment, Retention and Workforce Stability in Older People’s Care
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Workforce instability has a direct impact on older people’s experiences of care. High turnover disrupts continuity, increases risk and undermines trust. Providers who invest in recruitment and retention strategies focused on values, support and development are better placed to deliver safe, consistent services.
Commissioners increasingly evaluate workforce stability as part of contract management, while inspectors assess whether staffing changes affect care quality. This aligns with expectations around staff retention and sustainable recruitment approaches within older people’s services.
Values-based recruitment in older people’s care
Successful recruitment prioritises values, empathy and communication skills alongside experience. Providers using values-based approaches report better cultural fit and reduced early turnover.
Operational example 1: Realistic job previews
A care home introduced realistic job previews, including shadow shifts and honest discussions about emotional demands. Applicants could self-select before appointment.
This approach reduced early attrition and improved engagement, evidenced through probation reviews and exit interview data.
Operational example 2: Career pathways and progression
An extra care provider developed clear progression routes from care worker to senior roles, supported by funded qualifications and mentoring.
Staff retention improved, and internal promotions increased. Commissioners recognised the approach as supporting workforce sustainability.
Operational example 3: Wellbeing and flexible working
A domiciliary care service introduced flexible rotas, wellbeing check-ins and peer support sessions. This addressed burnout and improved morale.
Outcomes included reduced sickness absence and improved continuity of care.
Governance of recruitment and retention
Providers should monitor:
- Turnover and vacancy rates
- Reasons for leaving
- Links between stability and care outcomes
This data informs workforce planning and commissioning discussions.
Commissioner and regulator expectations
Commissioner expectation: Commissioners expect providers to demonstrate how recruitment and retention strategies support continuity, quality and value for money.
Regulator expectation (CQC): Inspectors assess whether staffing changes impact care delivery and whether providers act to maintain safe, stable teams.
Outcomes and impact
Stable workforces deliver better care, stronger relationships and improved outcomes for older people. Providers benefit from reduced costs, improved reputation and sustained regulatory confidence.
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