Key messages

• adult social care makes a significant economic contribution to Cornwall 
• workforce data show variation in pay trends by role since 2021 
• turnover rates remain a challenge across parts of the sector 
• the workforce is shaped by demographic factors including gender, age, nationality, ethnicity and disability 
• skills gaps exist across training, qualifications and digital capability 
• workforce characteristics vary across different areas of Cornwall. 

Policy implications

• regional workforce strategies need to reflect local labour markets and demographics 
• targeted action on pay, retention and progression could improve stability 
• investment in training and qualifications supports workforce sustainability 
• equality, diversity and inclusion should be embedded within workforce planning 
• digital skills development is increasingly relevant to care delivery. 

Gaps

• evidence reflects a specific regional context 
• limited insight into longer-term workforce outcomes 
• variation between local areas suggests need for more granular analysis 
• rapid review methodology limits depth in some areas. 

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. 

Key statistics 

• the adult social care workforce in England includes around 1.47 million jobs (at the time of publication), making it one of the largest employment sectors in the country 

• the sector experiences high staff turnover and vacancy rates, reflecting ongoing recruitment and retention challenges 

• competition with other sectors, including the NHS and retail, contributes to recruitment difficulties because these sectors may offer higher pay or more predictable working conditions 

• some rural areas report additional recruitment barriers linked to travel requirements and limited public transport, meaning staff often need access to personal vehicles to undertake care roles 

Key messages 

• recruitment and retention difficulties in adult social care are longstanding and influenced by pay, working conditions and labour market competition 

• local labour market conditions and geography influence the ability of providers to recruit and retain staff 

• rural areas may face additional workforce barriers due to travel distances and limited public transport 

• care providers have limited control over service prices, which affects their ability to improve pay and working conditions 

• diversifying the workforce, including attracting groups currently underrepresented in social care employment, may help strengthen workforce sustainability 

Policy implications 

• improve pay, working conditions and career development opportunities within adult social care 

• strengthen workforce planning across health and social care sectors 

• consider transport and travel barriers when planning workforce strategies in rural areas 

• clarify the role of local authorities in market shaping and supporting workforce sustainability 

• develop initiatives to attract a wider range of people into the social care workforce 

Gaps 

• much of the evidence is based on interviews and stakeholder perspectives rather than large-scale workforce data 

• the study focuses primarily on England and may not fully reflect workforce conditions in other UK nations 

• limited evidence is presented on the long-term effectiveness of specific recruitment or retention interventions 

• further research is needed on how workforce policies affect regional workforce stability 

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.