WORKFORCE
simplest, it sets out the knowledge, skills, values and behaviours needed to work in adult social care. It provides a universal career structure for the sector and gives a clearer picture of what’s expected across different roles and stages of development. For staff, it helps explain what good practice looks like in their current role and what they may need to develop if they want to progress. For employers, it provides a consistent framework to support workforce planning, learning and development, recruitment and retention. That consistency matters. Adult social care is a skilled profession, but the career routes available to people have not always been as visible or clearly understood as they could be. Many people join the sector because they have the right values and want to make a difference, but they may not always see where that first role could lead. The ‘pathway’ helps show that adult social care can offer meaningful, long-term careers, with opportunities to specialise, lead teams, move into management or develop expertise in different areas of care and support. It also supports the wider professionalisation of
the workforce. By setting out clear expectations around knowledge, skills, values and behaviours, the pathway helps create a shared understanding of what high-quality care and support requires. It recognises the expertise involved in adult social care and gives providers a practical way to support
Questions every provider should ask about their workforce strategy
n Do staff understand the career opportunities available to them?
n Are managers confident having conversations about development and progression?
n Can we identify people who may become future team leaders, deputy managers or registered managers?
n Are we using workforce data to understand turnover, vacancies and succession risks?
n Do our recruitment and induction processes help people see adult social care as a long- term career?
n Are we developing leadership capability at every level of the organisation?
n Do we have clear plans for key roles if someone leaves or moves on?
n How well does our current workforce strategy support professional development?
n If future reforms place greater emphasis on career pathways, progression and workforce development, how prepared are we today?
people to build that expertise over time. For providers, this is an important message.
Professionalisation is about making sure people are valued, supported, developed and able to see a future in the sector, not just qualifications or job titles. It is also about giving managers and leaders the tools they need to build confident, capable teams. Many providers are already using the ‘pathway’
in practical ways. Some are using it to strengthen recruitment and onboarding, helping new starters understand what is expected and how they can grow in their role. Others are using it to support supervision and appraisal conversations, giving managers a clearer structure for discussing strengths, development needs and future ambitions.
38 THE CARE HOME INDUSTRY HANDBOOK 2027
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