Considering candidates with relevant lived experience over standard work experience can widen the talent pool and enhance the performance of your care business
Even as many industries are finally seeing some relief from the UK’s long-running talent shortage, the social care sector is still facing a serious talent problem. Despite a modest reduction in vacancies– from approximately 153,000 in 2022/23 to 131,000 in late 2024 – job openings are still 20,000 higher than they were in 2020.
It’s a talent crisis driven by an ageing workforce, with almost one third of current care workers set to retire in the next ten years, and a 24.8% attrition rate– 50% higher than the UK turnover rate for all types of role. Additionally, lower pay than many other sectors, challenging working conditions, high worker burnout and fewer young people entering the sector exacerbate the staffing problem.
Ultimately, with new government reforms likely to accelerate demand for care services, the sector’s workforce difficulties are unlikely to improve without the intervention of some radical solutions.
Demand for care services is rising, creating more worker burnout
73% of surveyed care workers suffer high levels of emotional exhaustion.
Source: Queens University Belfast
Creating a wider, deeper talent pool
“We’ve embraced recruiting people with transferable skills – like those from sports or volunteering backgrounds. It’s about attracting different types of people with resilience and the right values to connect with young people.”
Andrew Moss, Business Manager, Aycliffe Secure Centre
One promising approach to overcoming the recruitment shortfall in social care is broadening the hiring criteria – valuing candidates’ lived experience alongside, or even instead of, formal work experience within the sector.
Lived experience can include personal histories of caregiving, supporting relatives or community members with disabilities or illnesses, working in aligned industries such as sports therapy or charities, or even navigating their own significant health and social care challenges. Such candidates often have vital qualities such as empathy, resilience, good communication skills and a genuine commitment to care – traits that are difficult to teach but essential for quality care delivery.
Searching for workers with lived experience allows employers to find the ‘diamonds in the rough’ – candidates who would typically be overlooked in traditional recruitment processes but who have the potential to excel in social care. These hidden talents may lack formal qualifications or a linear work history, yet they can bring unique perspectives, intrinsic motivation and practical skills rooted in real-life caregiving.
By adopting inclusive hiring practices that recognise these qualities, care businesses can unlock a wider, deeper, often untapped talent pool, enriching their workforce with individuals who may become some of their most dedicated and effective care providers.
Why considering lived experience matters
Expands the candidate pool: Many potential carers exist outside formal employment records, including family carers, volunteers, retired professionals and community members whose skills have never been officially recognised.
Supports values-based recruitment: Shifting the focus from qualifications and paid work history to values such as compassion, patience and interpersonal skills can attract candidates motivated by genuine care rather than monetary rewards.
Enables tailored training: Lived experience applicants may lack technical skills initially but can be upskilled through apprenticeships, coaching and on-the-job training, combining practical knowledge with accredited qualifications.
Enhances retention and job satisfaction: Recognising personal experience as an asset fosters a sense of belonging and value, reducing the high turnover rates that plague the sector.
Promotes diversity and inclusion: Diverse lived experiences can bring distinct cultural insights and approaches, skills crucial for delivering person-centred care to a varied population.
How care businesses can implement this strategy
Redefine recruitment ads: Clearly state that formal social care experience is not mandatory and that personal caregiving or similar lived experiences are valued.
Adjust recruitment technologies: AI and digital tools should be shaped to consider candidates with more diverse backgrounds. Experience beyond paid social care work must be written into the search criteria.
Offer supportive onboarding and development programmes: Provide flexible induction and ongoing training that builds on candidates’ strengths while developing care-specific skills.
Create mentoring roles for experienced workers: Pair seasoned staff with new recruits to transfer knowledge and boost confidence.
Engage with communities and advocacy groups: Foster partnerships to reach individuals with caregiving experience who might not consider formal employment.
Improve working conditions: To attract and keep staff, invest in better pay, flexible hours, career progression and easier routes to qualifications.
Leverage technology: Reduce administrative burdens to allow carers to focus on the personal aspects of care, enhancing job satisfaction.
“Grit and resilience outweigh IQ by a country mile. AI should be looking for those characteristics.”
Chance Bleu-Montgomery, Partners Support Manager at Bridge of Hope Careers
Your future workforce
Expanding recruitment criteria to include candidates with valuable lived experience offers a practical and immediate solution to the talent shortage in social care. When combined with the proactive retention of experienced staff and enhancements in pay and conditions, valuing lived experience can help build a more sustainable, skilled and compassionate workforce; virtues that will be crucial to meet future demand for services while ensuring the highest quality of care standards.
Learn more
For an in-depth overview of UK social care, including the embracement of lived experience candidates, download the Brook Street 2025 Social Care Trends Report now.
