Across social care, workforce retention remains one of the greatest challenges of our time. Nationally, turnover in care homes averages around 24%, creating instability for providers and, most importantly, disrupting the lives of Residents who depend on continuity and trusted relationships. At Nightingale Hammerson, we are proud that our turnover this year stands at just 8.1% – a figure that reflects not luck, but a deliberate culture built on care, purpose and professional growth.
For us, low turnover is not simply a key performance indicator on a spreadsheet. For our Residents it means familiar faces, deeper relationships and true relationship-centred care. When teams stay, they come to understand the subtle preferences, histories and personalities of the people they support. Trust grows, communication improves, our care becomes more intuitive and compassionate, and continuity allows outstanding practice to flourish.
We believe this begins with a simple principle: to care well for Residents, we must first care well for our teams. Social care can be emotionally demanding work, and team well-being cannot be an afterthought. That is why we provide in-house psychological support and create open, safe spaces where colleagues can talk about the realities of their roles. Looking after mental health is not an added extra, it is fundamental to sustaining a resilient workforce.
Yet well-being alone does not explain our high levels of retention. The heart of our success lies in an unwavering commitment to research and professional development. Too often in our sector, team are told ‘how’ to deliver care without being invited to understand the ‘why’. At Nightingale Hammerson, we involve our teams directly in research projects and innovation. They see the evidence behind new approaches, contribute their own insights and witness the positive change that follows. This creates something powerful for all of our teams, and this is their purpose.
When colleagues recognise that they are part of developing the social care sector, helping to shape better models of dementia support, end-of-life care or therapeutic activity, their work takes on new meaning. Pride replaces routine, curiosity replaces fatigue. The output from our research is not confined to academic papers; it is improving daily life for Residents and influencing practice beyond our own walls. Our team know they are contributing to something bigger than just completing a single shift.
Investment in learning is equally important. Many team members are supported to achieve clinical and professional qualifications, with clear pathways to progress through the organisation. We celebrate ambition and make space for it. From care assistants becoming registered nurses to colleagues moving into specialist or leadership roles, development is visible and attainable. People tend to stay where they can grow.
This culture has created a sucessful circle. Experienced team members mentor new recruits, standards rise and recruitment becomes easier because Nightingale Hammerson is known as a place where people are valued. Families notice the difference, regulators notice the difference but most of all, Residents feel the difference in the warmth and confidence of those around them.
We can talk about our own achievements, but at the end of 2025 these were also recognised at The Great British Care Awards. Amongst other awards, Nightingale Hammerson was named the Care Employer of the Year for the second year running, which is a real testament of our supportive employer and employee relationship.
Our journey is ongoing. The pressures facing social care have not disappeared, and no organisation has all the answers. But our experience shows that retention is not solved by incentives alone. It is achieved by genuinely caring for the carers, by respecting their intelligence, the difference they make to people’s lives and by inviting them to be partners in learning and discovery.
At Nightingale Hammerson we see our workforce as our greatest asset and our greatest responsibility. By nurturing well-being, championing research and opening doors to professional growth, we have built a community where people choose to stay and where Residents receive the consistent, compassionate care they deserve.
Jenny Pattinson, Chief Executive, Nightingale Hammerson
