After Care UK observed that employee turnover peaked during the first six months of service, particularly within the initial three months, it recognised the need for change.
As a care home operator of essential services such as dementia and nursing care across more than 160 homes, the organisation understood that enhancing workforce engagement and support was crucial. This realisation led to a transformative initiative grounded in empathy, innovation, and compromise—marking a significant turning point for the organisation.
Chloe Williams, Care UK’s head of HR operations, shares the story behind their strategy for reimagining employee experience.
The beginning of the journey
“Employee turnover was highest during the first few months, primarily because new hires felt the job wasn’t what they expected,” Chloe Williams, Care UK’s head of HR operations, explained.
“We acknowledged that the employee journey doesn’t start on the first day of employment; it begins with the first interaction a candidate has with Care UK.”
The shift in mindset led to a comprehensive reevaluation of its recruitment and onboarding processes.
The first step was to improve the hiring process itself. “We focused on making the right hiring decision the first time around,” Williams noted. “We trained our key interviewers — home managers and deputies — on enhancing the overall interview experience, focusing on having honest conversations about the role and informing candidates of the benefits available, ensuring candidates had a clear understanding of what to expect.”
As well as reviewing job descriptions, the care home operator encouraged transparent conversations around working hours to prevent misunderstandings that could lead to early departures.
Care UK also introduced mandatory home tours during interviews. “We wanted candidates to experience the environment firsthand and interact with residents,” Williams emphasised. “This not only gave them a genuine feel for the role, but also allowed us to assess their comfort level in that setting.”
Empowering through technology
Recognising the need to attract a younger workforce, Care UK also introduced a chatbot to their recruitment website.
“We involved colleagues from various roles to ensure the chatbot met the needs of potential candidates,” Williams said.
“Our goal was to provide instant responses day or night, which we knew would cater for Gen Z applicants who expect quick answers.”
Since its launch, the chatbot has seen a remarkable success rate, converting 65% of conversations into completed applications, resulting in 117 job offers in just a few months.
To expand the talent pool, Care UK expanded its reach to schools, inviting students to visit its care homes. “These visits help challenge misconceptions about careers in the care sector,” Chloe explained.
“Many young people associate care work with the care assistant roles, but we wanted them to see the vast range of roles available in the industry. It’s about showcasing the modern, vibrant environment of our homes,” she added.
Feedback as a cornerstone
Care UK began having exit interviews with leavers to gain deeper insight into the employee experience, particularly during the crucial first year. “We tailored our questions based on how long the employee had been with us, which allowed us to identify pain points early on. For those leaving within 12 months, we focused on their induction and onboarding experiences.”
The findings proved pivotal, enabling targeted improvements in the employee experience. Rather than merely collecting data, the focus shifted to leveraging insights to drive meaningful change.
A positive impact on the workforce
The results of the initiative have been striking. Turnover rates in the first six months have dropped employee engagement has scaled new heights, and the enrolment rates for the company’s benefits portal are at an all-time high.
The organisation took home gold for the Best Employee Experience Journey at the UK Employee Experience Awards 2024.
“We’ve seen a direct correlation between our efforts and improved business outcomes,” Williams stated proudly. “As turnover decreases and engagement rises, we can reinvest in our staff, enhancing pay and benefits, which further solidifies our retention strategy.”
In the end, the initiative is not just about winning awards; it’s about creating a sustainable, engaging workplace for all employees. “Seeing the positive impact of our hard work is incredibly satisfying,” she concluded. “It’s a testament to what can be achieved when empathy, compromise, and innovation come together.”
Through thoughtful changes in recruitment, onboarding, and employee communication, Care UK is not only shaping a more positive employee experience but also setting a new standard for the care sector as a whole.