How to identify talent

Leadership can, and should be, embedded in every level of your team, offering opportunities for your staff to excel in their roles. By taking on more responsibility, staff will feel more empowered and their role will be more rewarding. 

If you’ve recruited effectively, you’ll know from the day to day work of staff that there’s an abundance of talent within your service. Use our recommendations, practical examples and checklist to help you to identify talented staff, suited to progressing into care management. 

Whatever the current ambitions of your talented staff, there are likely to be some who, given the right development and support, will ultimately become highly effective registered managers, care managers and deputies.

In a sector with significant vacancies, talented staff will find themselves in high demand so providing appropriate career development opportunities is a key part of keeping staff and improving standards of care.

Failing to support and develop talent will disempower individuals and increase the likelihood of them leaving your service. This is why many ‘good’ and ‘outstanding’ rated services promote their development opportunities from day one.

Not every potential care manager knows what they want to do when they join the sector, so providing opportunities to allow people to expand their role and experience in different areas of care management is a great starting point.

Whether they progress to become a manager or not, you may find that developing talent enables you to find the right people for a range of existing or new roles across your service, including team leaders, deputies, care coordinators, learning and development leads, quality assurance, etc.


We talk to our staff about career pathways from support worker to managers at the very beginning of their induction.

“Once they have completed their own induction and gained some experience, we also encourage support workers to develop their own leadership skills, including helping us to deliver inductions to new starters.

Paul Lord, Learning and Development Manager, Future Directions CIC

You don’t need to be a manager to be an effective leader.  Every employer will have leaders emerging in their organisation at all levels of the organisation and some – with the right support - will ultimately progress to becoming your future managers.

Skills for Care’s ‘Everyday leadership’ resource helps employers to support their staff to lead, whether they’re new to the sector or progressing within the organisation.  Using a series of short films and complementary facilitator guide, it helps employers to discuss leadership at all levels at team meetings, supervisions and other engagement opportunities.

Video from Manor Community 

Sophie Chester-Glyn, Managing Director, Manor Community explains, in the short film on this page, how they use a practical tool to support their service to identify talent and how those colleagues are supported further through their own development programme.

What others say 

Our staff come from various backgrounds and we find their previous experience and skills can bring so much to our service. We all come with different skills and our managers are actively looking at talent and letting staff grow. Anybody in our organisation who has that skill to lead is given the opportunity to do so whether in their current role or being supportive towards a higher level.

Sammy Jo Scarbrough-Lang, Deputy Director of Operations, Future Directions CIC

When a vacancy arises for any role, we consider first whether it is a career development opportunity for existing staff. We invite expressions of interest from staff using a simplified process so that internal candidates don’t have to go through the full application procedure. For vacancies like the deputy manager role, we undertake an internal assessment prior to us widening recruitment out to external candidates.” 

“We pride ourselves on taking a values based and person centred approach to recruiting for all vacancies. When we are recruiting to manager posts, we places equal value on behaviour and managerial capability.

Alison Bennett, HR Director, Sense