Key statistics 

• people under 25 make up around 8% of the adult social care workforce, compared with 11% of the overall workforce in England 

• only 12% of young staff under 25 remained in adult social care between 2014 and 2023. 

Key messages 

• younger workers value the relational and meaningful aspects of care work 

• lack of structured training and shadowing affects confidence and retention 

• burnout and workload pressures contribute to early exit from the sector 

• limited visibility of career progression discourages long-term commitment 

• pay and employment conditions influence decisions to leave. 

Policy implications 

• clearer entry routes and structured induction could support retention 

• investment in training and progression pathways is important for younger workers 

• addressing burnout and workload may improve workforce stability 

• improving pay and conditions could make social care a more viable long-term career. 

Gaps 

• findings are based on qualitative accounts 

• the study focuses on younger workers’ perspectives only 

• limited insight into employer or system-level responses 

• longer-term tracking of career pathways is needed. 

Commentary 

This study provides insight into how younger people experience work in adult social care, highlighting both the appeal of relational care and the challenges of sustaining a career in the sector. Participants valued the sense of purpose and connection that care work offered, but often struggled to see a future within the role. A lack of structured training, limited shadowing and unclear progression routes emerged as key factors undermining retention. These issues were compounded by workload pressures and burnout, leading many younger workers to view social care as a short-term option rather than a viable career. 

For equitable care, the findings raise concerns about who is able to remain in the workforce. When early-career workers leave due to poor support and limited progression, the sector risks becoming less diverse in age and experience. This has implications for workforce sustainability and for people drawing on care, who may experience greater turnover and reduced continuity. 

Overall, the study suggests that improving retention among younger workers requires more than recruitment campaigns. Creating equitable opportunities for training, progression and wellbeing is essential if adult social care is to attract and retain the next generation of workers and provide consistent, high-quality care.