Social care workforce report 2026: recruitment, retention, and progression
Social care workers play a vital role in supporting some of the most vulnerable people in society. Yet amid ongoing recruitment and retention challenges, many are questioning their future in the sector.
Drawing on insights from more than 100 current and former care workers, our new report – Staying, leaving or progressing? A snapshot of the social care workforce – explores attitudes towards pay, progression, professional recognition and wellbeing. The findings reveal a workforce committed to making a difference, but facing growing pressures that continue to affect retention.
Explore the findings and discover what care workers say needs to change to attract, support, and retain the workforce the sector depends on.
Our key findings
More than half of care workers have considered leaving the sector
While 55% of respondents would still recommend a career in care, more than half (53%) have considered leaving the sector in the last year. Concerns around pay, staffing pressures and limited progression opportunities continue to affect workforce retention.
“The toughest moment is when you don’t have enough staff and feel like you’re letting the service users down.”
More than 4 in 5
say that regulated qualifications would help with career progression
Almost one third
have encountered gender-based stereotypes in the workplace
66%
say gender stereotypes are the main barrier to recruiting men into a career in social care
1 in 4
respondents are unsure whether they would recommend being a care worker as a career
87%
say that they feel confident on accessing wellbeing support if needed
What these findings mean
These findings reflect wider workforce challenges identified across the social care sector, including recruitment, retention, wellbeing, and skills development. They reinforce the importance of investing in social care qualifications, continuous professional development (CPD), and clear career progression pathways to help build a skilled, confident and sustainable workforce, echoing priorities identified in Skills for Care's workforce strategy.
For employers, the results suggest that creating supportive workplace cultures, prioritising wellbeing support for care workers, and widening access to training can play an important role in attracting and retaining talent. The findings also highlight the value of workforce development and targeted learning opportunities in strengthening long-term workforce resilience. With many respondents calling for clearer progression routes, our Care Workforce Pathway helps support career progression in social care by mapping qualifications and training opportunities across eight key adult social care roles.
The research also highlights the impact of gender-based stereotypes on the workforce. Many respondents identified perceptions about men working in care as a barrier to recruitment. Challenging outdated assumptions and recruiting men into social care could help employers widen talent pools and build a more diverse workforce.
Both male and female clients prefer female carers due to preconceived idea that female carers are more empathetic and caring. The general belief that women are better at nurturing made clients of both sex refuse to be cared for by male carers.
Proudest and toughest moments
To add context to the quantitative data collected throughout the survey, we asked respondents to share their personal experiences of working in care, including both their proudest and toughest moments. Respondents’ moments of pride often revolved around witnessing a service user achieve a personal breakthrough or experience improvement in their quality of life. Toughest moments provided by respondents often highlighted the key areas of concern, including safety, staffing pressures, and the emotional burden that comes with a career in care.
Research methodology
This report presents findings from a survey of 107 individuals currently working, or who have previously worked, in social care roles across a range of settings. The research was conducted through our CACHE Alumni network to explore experiences of recruitment, retention, career progression, professional recognition, and wellbeing within the sector.
Research details
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Sample size: 107 respondents
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Respondent profile: Current and former social care workers from a range of care settings and roles
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Survey method: Online survey distributed via the CACHE Alumni network
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Geographic scope: UK social care workforce
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Analysis: Findings combine quantitative survey responses with qualitative comments shared by participants to provide additional context and insight.
Limitations
The findings provide a snapshot of views and experiences at the time of the research and should be considered indicative rather than representative of the entire social care workforce. Base sizes vary between questions, as not all respondents answered every question. Percentages have been rounded to the nearest whole number and may not always total 100%.
Report author
This report was produced by NCFE, with commentary from Michael Lemin, Head of Policy and Strategy at NCFE.
Recommendations
The findings of this survey paint a vivid picture of a committed but strained social care workforce. While the majority of respondents continue to find deep purpose and fulfilment in their roles, persistent issues around pay, working conditions, and limited career progression threaten the sector’s long‑term stability.
With nearly half of respondents unsure whether clear pathways exist, and 81% selecting regulated qualifications as the most important progression tool, we must work with employers, government, and sector bodies to co-design transparent routes from entry-level roles to advanced practice, leadership, and specialist positions.
This includes mapping progression into new qualification reforms such as V Levels, ensuring that learners and employers understand how to access and navigate these pathways
Survey responses show strong demand for leadership training, specialist care modules, and greater recognition of experience. We can support this by increasing the availability of modular, stackable learning – particularly in areas such as dementia care, mental health, and complex needs – and by promoting robust RPL (Recognition of Prior Learning) frameworks.
Making training more accessible, flexible, and aligned to real progression opportunities will help retain skilled staff who may otherwise leave the sector.
This survey highlights persistent gender stereotypes, limited public understanding of the profession, and a divided perception of whether care roles are recognised as professional careers. There is a need for campaigns and partnerships that elevate the status of care work, showcase diverse role models, and highlight the technical skill, emotional resilience, and expertise required.
This should be supported by employer-facing guidance on inclusive recruitment, workplace culture, and the creation of psychologically safe environments where staff feel respected and valued.
For anyone who is compassionate, reliable, and wants to work in a meaningful and people-focused role, I believe care work is an excellent and fulfilling career choice.