Wellbeing and staff turnover in the adult social care workforce

Key Stats: 

• Almost two thirds of social workers stated that their service did not operate with a ‘staff-to-service ratio’. 

• over 75% staff who have taken between 11 to 20 sick days from work are respondents who stated they do not work in a safe ‘staff-to-service’ ratio work environment. 

Key Messages 

• England has the highest proportion of staff working in unsafe staff-to-service ratios, followed by Northern Ireland. 

• Staff in unsafe conditions are twice as likely to leave their organisation compared to those in safer environments. 

• Workload pressures are increasing, with insufficient staffing to meet care needs, leading to unsafe working conditions. 

• Staff report compromised practice, poor decision-making, and inability to follow procedures due to being overstretched. 

• There is no capacity to cover absences or annual leave, resulting in frequent overtime. 

• Staff are forced to prioritise administrative tasks over direct care, reducing time with those they support. 

• Wellbeing is impacted: staff feel burned out, less resilient, and overwhelmed by unmanageable caseloads. 

• Post-COVID pressures persist, with unreasonable demands from management and lack of understanding of burnout. Staff feel ignored by managers, with delayed responses and insufficient support from senior leadership. 

• High turnover and intentions to leave the profession are driven by daily pressures and feeling unheard. 

Commentary 

This paper highlights the increasing pressures faced by the social care workforce due to limited capacity and insufficient administrative support. Staff report burnout from covering understaffed shifts, receiving low pay, and being unable to take annual leave without burdening their colleagues. These conditions compromise staff wellbeing and restrict their ability to move beyond crisis management, limiting opportunities for training, skill development, and career progression. While staff remain committed to meeting the needs of those who draw on care and support, the current staff-to-service ratios are unsustainable. Many report having less time to provide personalised care, with the shortfall directly impacting people who are drawing on services. This is recognised as a national issue, not just an organisational one, with widespread capacity challenges across the sector. 

This article calls for urgent action to address workforce capacity, improve training, and support newly qualified social workers, who experience particularly high turnover rates. Current practice falls short of BASW’s guidance, which recommends 80% of time spent engaging with service users and 20% on administration. Limitations of the study include a homogeneous sample in regards to ethnicity and an overrepresentation of respondents from Northern Ireland. Additionally, authors note that findings may not be representative of all social workers, as those who responded to open-ended questions likely held strong views on the issues discussed.