PAGE 6 | THE CARER DIGITAL | ISSUE 216
Attracting Gen-Z Into Care
By Niko Phillips Director, UK Care for TERN Group
With 131,000 vacancies at any given day, the UK Care sector grapples with a workforce shortage that will affect its ability to perform vital services to our society. With a looming retirement wave due to more than a third of workers over the age of 45 set to retire within the next decade, attracting younger talent has never been more critical. Encouraging Gen-Z to see Care as a viable, fulfilling career – rather than a temporary stop-gap – is essential. Gen-Z is made up of young professionals born between 1997 and 2012. The challenge in attracting and retaining this demographic is evident in the average turnover rate for those with less than one year of experience in the sector (currently 43.7%). As Mark Burrows, Deputy CEO of Southport Education Group explains, "Social care is a vital component of the UK’s health ecosystem, and the current and future demand for skilled professionals in this sector is rapidly growing. For our Gen-Z learners, careers in Care not only offer meaningful, impactful work but also provide sustainable, long-term career growth.”
SHOWCASING A NEW IMAGE OF CARE Despite the essential nature of social Care, Gen-Z often views the field through a lens clouded by misconceptions: limited pay, slow career progression, and an association with emotional and physical strain. Additionally, awareness of the variety of roles available within Care is often low among young people. To break down these perceptions, recruiters must showcase the social impact and adaptability of Care roles, emphasising how these roles align with Gen-Z’s preference for flexibility, work-life balance and purpose-driven work. To spark interest among younger people to pursue a career in Care, the UK government launched its "Made with Care" campaign in 2021. This campaign, which runs across social and broadcast media, highlights the personal rewards of Care work, emphasises flexible job roles, and promotes core values like compassion and resilience. To reach Gen-Z, advertising and social media strategies must be targeted and purposeful. Campaigns should focus on the idea of a meaningful occupation, prioritising content that highlights the diversity of roles which can be shared through the honest testimonials of colleagues from a variety of backgrounds.
Furthermore, marketing Care roles as opportunities to incorporate personal interests can be effective. For instance, incorporating art, pet therapy and intergenerational activities with children has become a valuable part of elderly Care practices. Care homes have reported that engaging residents in such programmes boost self-esteem, physical strength and social interaction. Highlighting these meaningful aspects of Care work can play a role in attracting new talent to the industry. Additionally, government funding has been allocated to support training and career progression, helping to make Care an appealing long-term profession with growth opportunities .
CREATING A SUPPORTIVE, GROWTH-ORIENTED ENVIRONMENT The high turnover rate in Care underscores challenges to retention. Retaining Gen-Z domestic workers requires a focus on recruiting the right talent and fostering a workforce culture that supports growth, personal fulfilment and career development. Burrows, a thought leader in national skills education, provides a solution to the challenges of building a domestic skills pipeline for the sector. He mentions, “By engaging emerging talent with hands-on experience and by highlighting the essential role they can play in society, we can hope to build a robust, long-term pipeline of dedicated professionals to meet the evolving needs of the sector." Retaining Gen-Z in Care requires investment in training, career progression opportunities, and a supportive work environment. Emphasising flexibility in shifts, particularly to accommodate studies or personal commitments, can help. Providing mental health support and pathways for promotion within the organisation also encourages longevity in the role.
ADDRESSING IMMEDIATE NEEDS Although the statistics for workforce vacancies in Care seem dire, we do have several immediate tools at our disposal to address these needs. According to the 2024 Skills for Care report, 185,000 overseas workers have joined the sector since March 2022. International recruitment can help provide a buffer to stabilise staffing levels as we work to recruit more domestic talent. With a more resilient workforce as a result of ethical international recruitment, increased resources can be funnelled into recruitment and training programmes which can strengthen the pipeline over the longer term. Moreover, international recruitment brings valuable diversity to the workforce, a key draw for Gen-Z, who value inclusivity and the innovation that arises from working with colleagues from a wide variety of backgrounds. By reimagining how we present Care roles to align with Gen-Z’s values, creating a supportive environment, the sector can attract a new generation of skilled, dedicated professionals.
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