RECRUITMENT & RETENTION
POWERING PROGRESS
Apprenticeships must be central to workforce strategy in social care, says Sarah Arnesen, Marketing Director of Paragon Skills.
The health and social care sector is facing one of the most significant workforce challenges in its history. Recruitment and retention are at breaking point. Care employers across the country are struggling to fill vacancies, while those already in post are working under immense pressure. At the same time, expectations around quality of care and person-centred approaches continue to grow. For care settings, this creates a pressing question: how can they build and sustain a workforce capable of delivering consistent, compassionate and high-quality care, now and in the future?
There is no single answer, but apprenticeships are increasingly being recognised as one of the most practical and strategic solutions. They are not merely a route into care for new entrants. Done well, apprenticeships provide the structure, support and career progression routes that the sector so urgently needs. They represent a long-term investment in people and in the resilience of care services themselves.
One of the persistent weaknesses in workforce planning within care has been its reactive nature. Too oſten, recruitment is about plugging immediate gaps in the rota rather than creating a pipeline of skilled professionals for the future. Apprenticeships help shift this mindset. By offering structured, accredited training alongside real world practice, apprenticeships provide a mechanism for developing confident and capable staff who are prepared not just for today’s challenges, but for the demands of tomorrow. This builds career longevity and helps embed best practice across teams.
For care employers, the benefits extend well beyond filling vacancies. Apprenticeships foster a culture of progression within care settings, where staff see clear opportunities to grow, develop and advance. Employers who map apprenticeship
12
opportunities across multiple levels, from entry roles through to senior leadership, create visible career ladders. This motivates individuals to stay and develop within the sector, reducing costly turnover and contributing to higher quality and continuity of care. Staff who feel invested in and supported are more likely to remain loyal, more likely to bring energy and commitment to their roles, and more likely to help shape a positive workplace culture.
“Staff who feel invested in and supported are more likely to
remain loyal, bring energy and commitment, and help shape a positive workplace culture.”
A key barrier oſten cited by care employers is the difficulty of enabling staff to learn while balancing frontline duties. Successful apprenticeship models address this by designing programmes that are flexible, accessible and aligned with the realities of care. When learning is embedded into day-to-day practice, staff can apply new knowledge immediately, reinforcing both their confidence and their competence. This is where the link between apprenticeships and retention is particularly strong. Staff who are supported in this way do not simply complete qualifications; they thrive in their roles, and are more likely to commit to staying in the sector.
The investment case for apprenticeships is compelling. While some care settings hesitate to invest in training during financially
www.tomorrowscare.co.uk
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40
