We need to Value Care Staff More

Mike’s Monthly Thoughts and Reflections

Care staff across the UK embody this principle every day. When I deliver dementia training, I’m continually struck by the dedication, skill and compassion that workers bring to their roles—often under immense pressure and with very little public acknowledgement. I’ve joked many times that if I could give every care worker a £1 million bonus, I would. Sadly, I don’t have that power. But what I can do is shine a light on the remarkable contribution of care staff and the urgent need to value them more.

A Startling Pay Divide

The latest “Unfair to Care” campaign reveals a 28.6% structural pay gap between social care workers and people in equivalent NHS roles—equivalent to £7,048 a year lost to the average care worker. Meanwhile, care providers have faced a 9% rise in operating costs in 2025/26. The figures are shocking, but for anyone working in or around social care, they’re far from surprising.

This challenge has existed since I became a sole trader back in 2008. In fact, it feels as though things have become more entrenched rather than improving. Pay matters—of course it does—but it’s not the only factor shaping the experience of people living with dementia or the wellbeing of the staff who support them.

 

A Lesson From South Africa

A few years ago, I had the privilege of working with Dementia South Africa through a collaboration with Dementia UK. It was a powerful, humbling experience that still shapes how I think about care today.

We visited three “tiers” of care settings. At the top were beautifully resourced environments—sensory rooms, spacious lounges, cutting‑edge equipment—serving a mainly white Afrikaner population. The middle tier was modest but pleasant, demographically mixed, with fewer staff but generally content residents.

And then there was the third tier, in the township of Khayelitsha. The physical environment was sparse: two residents to a room, basic furniture, no frills. By UK standards, many would consider it outdated or unacceptable.

But here’s the part that stayed with me.

This “bottom tier” provided the best care.

The environment was filled with love. Genuine affection. Human warmth. A sense of community. Tom Kitwood emphasised love at the centre of his “flower” of psychological needs — and I saw that principle lived out, vividly, every minute we spent at that setting.

The staff radiated pride, tenderness and joy. The residents responded in kind. It remains one of the happiest groups of people with dementia I have ever encountered.

And it taught me something important:

Money enhances care, but it doesn’t define care. Love, connection and person‑centred practice do.

 

So What Does This Mean for Staff Pay?

I’m not suggesting that love is enough, or that care staff should simply “get on with it” despite unfair pay. Far from it. Care work is highly skilled, emotionally demanding and socially vital. It deserves better—that’s why I support Community Integrated Care’s Unfair to Care campaign.

But my South Africa experience reminds me:

• Even when pay improves—and it must—care staff also need workplaces where they feel valued, supported and nurtured.
• After all, you can walk into a care home that looks like a five‑star hotel and still find a culture that’s, frankly, “fur coat, no knickers”: glossy on the outside, but lacking heart.
• High‑quality care happens where people matter.

What I Can Do — And What We Can All Do

I can’t rewrite government policy or close the £7,000 pay gap. But I can influence how care staff feel when they work with me or attend my training. So here are the commitments I make:

1. Acknowledge the value of care staff. Every time I meet them.
   On every course, I name and celebrate the extraordinary skill and humanity staff bring to their roles.
2. Maintain ethical pricing for my Learning Partners
   I keep my fees fair, transparent and accessible so organisations can invest more in their people.
3. Offer added value through Coaching+

My Coaching+ Learning: Unlocking Learning sessions give frontline staff time and space to embed learning, reflect, problem‑solve and apply new skills back in the workplace.

Meanwhile, Coaching+ Learning into Practice sessions are specially for line‑managers who need confidence and clarity to champion good practice.

What You Can Do to Value Your Staff

Whether you manage a team or influence culture in your organisation, here are meaningful, practical steps you can take:

• Apply person‑centred care to your staff, not just your residents.
• Foster psychological safety and wellbeing—breaks, reflective spaces, supervision and genuine support make a difference.
• Say thank you at the end of each shift. It’s small, but it matters.
• Make staff wellbeing as important as resident wellbeing.
• Live your Mission, Vision and Values—not as posters on the wall, but daily behaviours.
• Avoid relying on the same staff when rotas fall apart; burnout and resentment build quickly.
• Create a culture of equality, diversity and inclusion; many staff still feel marginalised because of their background.
• Invest in staff development—formal or informal. Even small, cost‑neutral opportunities like reading a blog or listening to a podcast enhance confidence and practice.
• Encourage Continuing Professional Development; it benefits the person, the service and ultimately the people you support.

Final Thoughts — Every Little Helps

Yes, I know what supermarket slogan that reminds you of.

But in this case, it genuinely applies.

Pay isn’t everything—but it absolutely matters. And while I can’t change national policy, I can take small steps, like supporting Unfair to Care, and using my platform to advocate for fairness, dignity and recognition.

We all have influence. And, as Margaret Mead reminds us:

So— What’s one small step you can take to create change in your workplace?

Over to you to Release Your Potential

Consider:

 

Stay Connected

If you would like training or coaching or consultancy that would help your organisation with these issues, I offer a broad range of courses.

Visit my website and book a Discovery Call and explore your learning and development needs. It’s a friendly, no-pressure conversation focussed on your goals, challenges and the outcomes you want to achieve.