A rapid evidence review informing the development of a regional adult social care workforce strategy for Cornwall.
Key messages
Policy implications
Gaps
Commentary
This review provides a detailed picture of the adult social care workforce in Cornwall, linking workforce conditions to the wider local economy. By bringing together data on pay, turnover, skills and demographics, it highlights the complexity of sustaining care provision in a geographically diverse area.
The findings show how workforce challenges are unevenly distributed. Differences in demographics, skills and turnover across Cornwall point to the limits of one-size-fits-all approaches to workforce planning and the importance of place-based strategies.
From a care equity perspective, the review draws attention to who makes up the workforce and how their experiences vary. Gender, age, nationality, ethnicity and disability all shape access to employment, training and progression within adult social care. Where skills gaps or low pay persist, these patterns risk reinforcing inequities within the workforce and, in turn, affecting the quality and continuity of care.
Overall, the report underlines that workforce strategy is inseparable from equity considerations. Addressing disparities in pay, skills and opportunity is not only central to supporting workers, but also to ensuring that adult social care can meet the needs of communities across Cornwall in a fair and sustainable way.
A study examining recruitment and retention challenges in adult social care services in England, including workforce mobility, rural employment barriers and the role of commissioning and labour market conditions.
Key statistics
Key messages
Policy implications
Gaps
Commentary
This study explores the challenges involved in recruiting and retaining staff in adult social care services in England. The social care workforce is large and diverse, yet the sector continues to experience difficulties attracting and retaining staff.
Low pay and demanding working conditions are commonly cited reasons why people leave social care roles. Care providers must also compete with other sectors such as the NHS, hospitality and retail, which may offer higher wages or more stable working hours. These labour market pressures can make it difficult for social care employers to recruit and retain staff.
Geography also influences workforce recruitment. In rural areas, care workers often need to travel between people’s homes to provide support. Where public transport is limited, workers may need access to a personal vehicle to take up these roles. This requirement can limit the pool of potential staff and make recruitment more difficult for rural providers.
The report also highlights the influence of commissioning and funding arrangements. Social care providers often have limited control over service pricing because fees are set through local authority commissioning processes. When funding levels are constrained, providers may struggle to improve pay, invest in training or create more stable working conditions.
From a health and social care equity perspective, workforce shortages can affect the availability and quality of care services. Areas that face greater recruitment challenges may experience reduced service capacity or higher staff turnover, which can affect continuity of care for people receiving support.
Overall, the report suggests that improving recruitment and retention will require coordinated action across workforce policy, funding arrangements and labour market conditions. Addressing these issues is important for building a sustainable social care workforce and ensuring equitable access to care services across different regions.
