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The impact of learning and development in retaining support staff

In this article, we hear from Aisling Duffy, Chief Executive of Certitude Support, on how she believes learning and development is critical in enabling them to retain staff.

We all want to feel valued at work, to know that our employer is rooting for us to succeed – and that they will provide us with the opportunities to do so. It comes as no surprise to me that research by ԭζÊÓƵ found that the primary activity contributing to sector workforce retention is investing in learning and development.

ԭζÊÓƵ cites a 28% voluntary turnover rate across the sector. Certitude’s is 12% and our operational vacancy rate is now down to just 1%.

The environment we operate in

We know that the adult social care sector faces significant challenges, including high turnover rates and staff shortages. These issues reflect broader systemic problems that require comprehensive solutions, which is why we’ve partnered with other providers calling on the future government to work with us to address pay and progression for social care workers.

Within the confines of this environment, focusing on colleague wellbeing and professional development means we can create a more stable and motivated workforce. Ongoing learning and development for all colleagues ensures we provide people with the highest quality of support possible. It also means consistency and a continuity of care for individuals.

Our approach to colleague development

We are very clear about how we can solve the challenge of colleague retention. Our approach to professional development is both practical and ambitious. We have designated working groups, networks and development opportunities that mean we are always focused on inclusion, wellbeing and learning and development.

All team members have regular one to ones and meaningful annual reviews, and this is a key part of supporting people to grow and succeed in their roles. We recently adopted a new approach to these two-way conversations, which we call ‘Great Reviews.’ Our review process is now more flexible, person-centred, inspiring, encouraging – and jointly owned by team members and their managers. We encourage leaders to use the GROW coaching approach (Goal, Reality, Options, Will) in these meetings to support growth amongst their team members.

I am happy to say that 68% of senior roles are filled by internal candidates.

Qualifications and apprenticeships

Many people who choose to work with Certitude decide to grow their career with us, and we’re proud to be part of City & Guilds’ accredited centre. Popular qualifications include the Health and Social Care Level 2 Diploma, Health and Social Care Level 3 Diploma, Health and Social Care Level 5 Diploma and Institute of Leadership and Management (ILM) Level 5. These qualifications are delivered in-house by our qualification tutors.

We have also partnered with an external training provider to deliver apprenticeships, supporting colleagues to undertake various trainings, including the Data Technician Level 3, Lead Adult Care Level 3 and the Operations and Departmental Manager Level 5.

Gaining new knowledge and skills

Analee is an acting team manager, supporting people with learning disabilities in Fulham. She says:

The power of a motivated workforce

Our latest is packed full of stories like Analee’s, showing what can happen when people with ambition, compassion and a desire to make a difference are valued and supported to develop.

We’ve had colleagues who have recently received their 10,15, 20 and even 25 years of service celebration cards in the post. Fostering an environment where people are supported to learn, grow and develop has a real-world impact for colleagues, and for the people they support too.

Find out more about our #KeepingTheRightPeople campaign by visiting our campaign hub: Keeping the right people (skillsforcare.org.uk).

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