Retaining the workforce: valued pay and conditions

In one of our newly-published Practical approaches toolkits, Be Caring shares how their block pay model and other conditions support retention of staff.

In adult social care, fair pay and supportive working conditions are more than operational concerns - they’re essential to retaining a skilled and motivated workforce.

Be Caring, the largest employee-owned provider of domiciliary care in the UK, has built its retention strategy around a simple but powerful principle: respect carers’ time, effort, and wellbeing.

In a sector often marked by financial instability, Be Caring’s block pay model stands out. Unlike traditional task-based pay, carers are compensated for their full shift - including travel time and time spent responding to emergencies. This approach removes the unpredictability of zero-hours contracts and fragmented schedules.

Carers consistently report that block pay improves wellbeing and job satisfaction. It allows them to focus on quality care without rushing between calls or worrying about lost income. As one care worker shared:

Be Caring also offers paid mileage for both drivers and cyclists - an uncommon benefit that supports inclusivity and makes care work more financially viable for a wider range of staff. Rotas are designed to be stable and predictable, with most carers working on two-week rolling schedules and permanent call allocations. This consistency helps carers plan their lives and build strong relationships with clients.

Training is fully paid, from induction to annual refreshers and specialist modules. Carers are never expected to complete learning in their own time or at their own expense. This investment in paid development reinforces the message that staff are valued and that high‑quality care starts with confident, well‑supported professionals.

Because of Be Caring’s neighbourhood‑based model, each branch has its own dedicated Trainer. This ensures consistently high standards of quality assurance and enables far more than routine inductions and refreshers. Branch Trainers deliver bespoke learning, client‑specific training, and continually adapt programmes to meet the evolving needs of the business, the sector, and regulatory requirements. The result is a workforce equipped not just for today’s demands, but for the ongoing development of truly personalised, relationship‑led care.

Flexibility is another cornerstone of Be Caring’s working model. Carers are encouraged to communicate openly about their availability, childcare needs, or personal circumstances. Schedules are adapted where possible, and staff report feeling respected and supported when requesting changes. This responsiveness helps carers stay in their roles longer and maintain a healthy work-life balance.

Additional financial incentives - including development bonuses, long‑service awards, and annual bonuses 0 recognise staff contributions and help reinforce a culture of appreciation. When carers progress into new roles, they receive a development bonus, which sits alongside the increase in salary that reflects their new responsibilities. The bonus is specifically designed to acknowledge personal growth, celebrate progression, and support the retention of talented people who choose to build their careers with Be Caring.

Be Caring’s employee‑owned structure further strengthens its commitment to fairness and shared success. Profits are reinvested directly into improving conditions for both staff and clients, reinforcing a genuine sense of ownership and pride across the organisation. This includes investing not only in the care workforce - through initiatives like block‑pay and enhanced support - but also in a strong, well‑resourced back‑office team. The organisation’s robust internal structure provides meaningful development and progression pathways for colleagues in every function.

Staff know their work contributes to a wider mission of social good, and that their voices matter—supported through regular surveys, one‑to‑one sessions, and active engagement with staff representatives. Together, these elements ensure employees feel valued, listened to, and able to grow within an organisation built around people‑centred values.

By embedding fairness, flexibility, and recognition into its pay and working conditions, Be Caring has created an environment where carers feel secure, supported, and proud of their work. Their approach offers valuable insights for the wider sector.

Recommendations for adult social care providers

• Implement fair pay models that reflect the full scope of carers’ time—including travel, gaps, and emergencies.
• Invest in paid training and development to build confidence, competence, and long-term commitment.
• Design stable, flexible rotas that support work-life balance and allow carers to build strong relationships with clients.

Read more about Be Caring’s successful model in Skills for Care’s new Practical approach toolkit: Neighbourhood-based block-pay.

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