In the midst of a growing national conversation about the value of care workers and community workers, a pressing issue has emerged: the retention of staff in these vital roles. With recruitment costs spiralling and training resources stretched, employers are being called upon to address the hidden costs of high staff turnover — and to take meaningful steps to keep the workforce they already have.
Care and community support workers are the bedrock of support for some of society’s most vulnerable. Yet, despite the life-changing work they deliver daily, many are finding their loyalty tested by poor pay, minimal perks, and a lack of recognition.
The Workers Union recently spoke to one of its members employed in the domiciliary care sector. For personal and professional reasons, she preferred to remain anonymous, but her story echoes the concerns of thousands of others across the UK.
“I have to pay for parking when I’m out. I only get 45p per mile, which is pitiful when you consider the cost of fuel these days,” she said. “I’ve got car payments, road tax, maintenance, and MOT bills to think about. I’m often on my own out in the community, and sometimes it’s hard to even get a break. I love my job and I don’t want to let my clients down, but I do wonder if better-paid positions are out there. It’s hard to make ends meet, especially when pay rises barely scratch the surface of inflation.”
Her story paints a stark picture of the pressures care and community workers face — pressures that go beyond emotional and physical labour, encompassing financial and practical realities that are often invisible to those outside the profession.
The Workers Union recognises that this is not an isolated case. The wider pattern indicates a systemic failure to value care and community roles appropriately. The cost to employers of failing to retain staff is considerable. Recruitment, onboarding, training, and uniform provision all require time, money, and infrastructure. Yet many organisations still appear reluctant to invest in long-term retention strategies.
While employers may point to government funding limitations or sector-wide financial pressures, the case for retention remains economically sound. A revolving door of staff not only disrupts continuity of care but also erodes trust between workers and employers — a vital element in service delivery.
Retention is not simply about increasing wages, though fair pay remains a key issue. It is also about recognising the complete picture: travel allowances that reflect real costs, flexible schedules that offer rest, and ongoing emotional and professional support for workers operating in isolated or demanding environments.
The pandemic spotlighted the care sector, and since then, public sympathy for these roles has increased — but it has not necessarily translated into tangible workplace improvements. Many community workers still operate without any financial buffer, and morale is being tested as the cost of living continues to rise.
It is time for employers to understand that retaining care and community staff is not a luxury — it is a necessity. These are workers who routinely go above and beyond, who offer companionship, dignity, and safety to people who may otherwise fall through the cracks. Their contribution is not just valuable — it is irreplaceable.
Organisations that want to build sustainable care services must start by listening to their employees. They must understand the strain of lone working, the burden of out-of-pocket expenses, and the emotional toll of navigating complex care needs on minimal support. Investing in people means more than hiring — it means committing to long-term wellbeing, job satisfaction, and fair recognition.
The member we interviewed made it clear that her loyalty to her clients is what keeps her in the role. But that loyalty should be met with equal respect and effort from employers. It is a false economy to continually replace workers rather than support and retain the ones already delivering excellence.
