“We aim to provide you with current and relevant statistics relating to the health and social care sector.“
The health and social care sector is forever adapting and changing. As a service that provides support to vulnerable people in hospital, care homes and community, it is extremely important that data is regularly collected and used to improve the services available. We encourage those who can where possible to give feedback and personal views of their experience within the health and social care sector.
Here we will provide you with regular and current statistics around topics relating to the health and social care sector.
You can look at the statistics for your local area and other regions. Please be aware the Census 2021 has just been completed as of May 2021 we expect these statistics to change, with the effects of the pandemic on the health and social care sector estimated to increase the need for more jobs to support those needing care, not only as they as people get older, life expectancy grows, people are generally more reliant on health services like the NHS for medical treatment; they also require ongoing care. At age 65 a man will spend, on average, 44% of the rest of his life in poorer health, and a woman, 47% of her life.
On the site you will find topics such as:
Statistics at DHSC Statistics
Monthly statistics published by the Department of Health and Social Care (DHSC)
Keeping an up to date record of these statistics can help show us where the system needs further support or where changes can be made to improve the service. We recommend, where possible, to give feedback on your care received in hospital, care home or community.
Other sources of health statistics
Have an unanswered question? Contact us today and we will help you to find an answer.
The very high levels of care worker churn or turnover in social care are widely acknowledged as one of the most difficult challenges companies providing care are faced with. The current turnover rate in social care is around 31% and rising, more than double the UK cross-industry average of 15%.
High staff turnover does not just eat up you and your colleagues’ time either. Skills for Care estimates that the average cost of hiring and on-boarding each new care worker is £3,642. Equipped with this figure it doesn’t take long to appreciate how much vital capital you might be expending on recruitment each year.
There are many practical changes that care providers have tried and tested to reduce employee churn.
Employers like The Good Care Group ask all leavers to complete an exit survey, which are analysed along with resignation letters to draw out patters on why people are leaving.
You should consider doing the same to understand if there are underlying issues behind why people are leaving, some of which could be solved without too much cost or effort.
More support from the get-go
From their exit surveys the Good Care Group found that employees appreciate good management and support especially in the first three months of employment. In response they altered their supervision framework, including:
- A week-long residential as part of induction for new employees, giving them the chance to complete training, meet other carers and learn new skills
- Reviews at six and 16 weeks
- An assigned manager to act as a support contact
- Access to online learning to support induction
- A 24-hour phone helpline for carers
The Good Care Group found that adjusting its regional management structure to decrease the number of clients each manager looked after meant they had more time to support workers. In a recent staff survey, nearly 90% of workers reported feeling respected and supported by their manager and appreciated improved communication and responsiveness.
Some 80% of workers said they looked forward to starting work in the morning and agreed their workload was fair and manageable, while 90% said they were proud of the service the group deliver to clients.
Research has found that the majority of care workers who leave their role do so in the first six months after starting. We could speculate that this period is one where they are at their most stressed, their least confident and knowledgeable, both about the care itself and how the business operates.
It makes sense that more support would reduce leavers, while giving managers the opportunity to spot where someone is at risk of leaving, needs additional guidance or training or indeed shows particular abilities in an areas that could be harnessed by the company.
Hours and contracts
The use of zero-hours contracts is common place in social care, covering around 43% of care workers according to Skills for Care, with 58% of domiciliary care workers on zero-hour contracts.
Significantly, Skills for Care also found that employees on zero-hours contracts were more likely to leave their employer (32% turnover rate) compared with those not on zero-hour contacts (25%)
Employers who have reduced or stopped the use of zero-hours contracts have had success in reducing staff turnover, when coupled with a wider strategy.
This is a tricky issue as for many employers and employees alike, zero-hour contracts can offer the kind of flexibility they need, so giving people choice may be the Goldilocks option here.
You may also want to consider if the financial impact of improved retention and a more satisfied workforce offsets the costs of offering staff greater choice in whether to take a zero-hours contract or not, or using fixed hours contract with added flexibility options.
Qualifications and experience
Skills for Care undertook research of care companies with a turnover rate of less than 10%, asking them what they consider to contribute to their success in retaining staff. The results included:
- investing in learning and development (94%)
- embedding the values of the organisation (92%)
- celebrating the organisation’s and individual achievements (86%)
- involving colleagues in decision making (81%).
Staff recognition, strong, well-embedded caring values and culture are also recognised by all of the UK’s social care regulators (CQC, Care Inspectorate Scotland/Wales, RQIA) as a key element of providing high quality care.
For example, the CQC’s KLOE (Key Line of Enquiry) Key Line of Enquiry (KLOE) W3:
How does the leadership and culture reflect the vision and values, encourage openness and transparency and promote good quality care?
Having a care qualification in of itself can make carers:
- Feel their profession is more valued and higher status
- Feel more competent, capable and confident in their role
- Are ‘stickier’ to social care generally and to their employers
However, Learning and Development does not have to just be done via qualifications. Using eLearning as an alternative can give access to training on the job, and in a care workers own time. Allowing them to improve their knowledge at a time to suit them. Providers such as eLearning For You can offer this, with courses on mandatory skills, managerial skills and The Care Certificate along with eCompetency for Domiciliary providers to name a few.
Flexible Pay and Recognition
‘On Demand Pay’ is one tool care providers are successfully improving recruitment, retention and employee utilisation with. Carers have instant access to up to 50% of the pay they have already earned throughout the month. Carers live very busy lives and life doesn’t always wait around for payday. Sometimes it’s useful to take some pay before the end of the month or take your pay in increments – rather than in a lump – to spread the load.
Access EarlyPay is one of these On-Demand Pay solutions and can act as great recruitment or retention method. Potential carers may see this a ‘perk’ having the ability to access their pay before payday could prove to be crucial to them and may suit their lifestyle. It’s proven so far to increase productivity from trained staff as well as improve retention, recruitment and remove the admin burden of pay advances. Assist Care Group have discussed how this solution has seen a 22% increase in shifts by EarlyPay users and a reduction in staff turnover.
It’s natural that knowing you’re doing well increases productivity too, getting the recognition for how well you’ve done can have a positive impact on a carers day to day work and keep them wanting to care. Access Applause is a simple employee recognition tool that allows people across the business to ‘shout out’ about how others are doing. It can drive engagement, aid retention, boost productivity, increase morale in your carers and help you provide even better care.
The National Care Forum’s annual survey of staffing found that too many employees are leaving the home care sector, creating a crisis which is already having an impact on the services that many clients receive.
According to the survey, turnover rates are still consistent at around 20%, but the most worrying aspect is the so-called ‘churn’ rate, which is where staff leave within the first few years of their employment. This rate has gone up for a third consecutive year, with almost 48% of home care staff leaving after less than a year in the job, and a staggering 73.5% leaving within two years – that’s almost three quarters of the workforce.
These turnover rates are also creating a problem with an ageing workforce. Almost half of all care staff are over the age of 45 – with just 12% under 25. These figures have worrying repercussions for the future – within the next 20 years, half of the country’s current home care staff will have retired. There are not nearly enough employees coming into the sector to make up the numbers and ensure that clients receive the standard of care they need.
- It is highly educated – 48 per cent of staff professionally qualified (1).
- It has a high proportion of women workers – almost 80 per cent of non-medical health service staff (4) are women compared to 46 per cent of the wider workforce. In England, 43 per cent of doctors are women (5) as are the majority of medical trainees (6).
- There is strong demarcation of roles and responsibilities, such as prescribing powers, between different staff groups; these are often reinforced by legislation or regulation.
- The length of time it takes to train doctors, nurses and other professional staff means that it is difficult to balance supply and demand.
- As in health care, about 80 per cent of all jobs in adult social care are done by women; the proportion in direct care and support-providing jobs is higher, at 85-95 per cent (2).
- Most adult social care jobs (1.3 million, 74 per cent of the total) involve directly providing care. The rest comprise:147,000 managerial and supervisory jobs, 100,000 professional jobs (including social workers, nurses and occupational therapists) and 204,000 administrative, ancillary and other jobs (7).
- More than 20,000 social workers are employed, mainly by local authorities, and their role is changing in response to different models of service delivery (8)
- The rest of the social care workforce is relatively unskilled. In 2008 two-thirds (67 per cent) of people working as ‘care assistants and home carers’ claimed to be qualified to NVQ Level 2 or above, and 7 percent had no qualifications at all (7).
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