RECRUITMENT
Recent reports into the failings of specific areas in social care highlight the urgent need to address the issue of recruitment and retention in the social care sector. Yes, there are many complex and conflicting factors that feed into reviews, such as the Child Protection in England – a report by the Child Safeguarding Practice Review Panel – but a common theme throughout many of these is a lack of resource, a worrying trend of overloading under-experienced individuals with heavy and unmanageable caseloads, while failing to address the issue of reward and recognition.
If we are ever going to emerge from a recruitment crisis that has plagued the social care sector for many years then we need to remunerate staff appropriately and incentivise them not only to enter the industry, but to stay and forge long and fruitful careers, all within an environment that champions and supports professional development.
It's by no means an easy feat, but we must look towards Whitehall to lead the way. Following the political dramas that
preceded and followed Boris Johnson’s resignation as the leader of the Conservative Party, I was asked what I thought the main priorities were for the new Health Secretary, Steve Barclay, to which I replied: “There is clearly some work to be done to encourage talented individuals into the industry and inspire and incentivise them to become future leaders. Identifying those people who have the potential to succeed is crucial – the earlier the better – so they can be supported through their career journey and armed with the skills and mindset required to take the business on to the next chapter.”
The future of our industry depends on those individuals. We mustn’t let the issue of recruitment become a rolling problem that arises every year and is pushed down the tracks due to a lack of commitment or investment from up high. Providers and industry bodies cannot do this in isolation. Collectively we must solve recruitment in social care.
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