In the shadows of short-staffing: Health impacts on care managers

It’s no secret the care sector is suffering from serious staffing issues, but that’s only ever as far as discussions go. Susanne Jeffries, head of long term living at National Star, looks to how the problem is putting strain on the managers of care homes. 

Across the social care sector, chronic understaffing is placing unprecedented strain on managers who oversee facilities designed to care for the nation’s elderly and vulnerable. The shortage of skilled workers within social care has been a known issue for some time, but the COVID-19 pandemic and other demographic changes have intensified the crisis, revealing its far-reaching consequences on care quality, worker retention, and regulatory compliance. While public focus often remains on frontline care workers, the toll on social care managers has flown under the radar, despite its significant implications for the long-term viability of quality care services.

This article takes a deeper look at the mental and physical health effects of short-staffing on social care managers, detailing how these individuals are coping with extended hours, emotional strain, and burnout while fighting to maintain regulatory standards and support their staff. Utilising recent research, we’ll examine how an already intense managerial role is now reaching breaking points, raising concerns for both the well-being of care home managers and the sustainability of the social care system itself.

Navigating an ever-expanding role in crisis mode

The role of social care managers has expanded significantly as staffing shortages grow. While managers typically engage in strategic planning, resource allocation, and regulatory compliance, the constant demand to cover staffing gaps has pulled them into the operational trenches. Many managers report spending up to 80% of their time addressing staffing issues alone, which leaves minimal capacity for leadership, oversight, or planning.

One manager shared how this shift from strategy to crisis management has made her position ‘unrecognisable’. Rather than focusing on quality initiatives or employee development, she’s now tasked with filling shifts, troubleshooting, and managing the stress of overworked staff, all of which compound the exhaustion of managing a complex care home. For many social care managers, their role has been redefined by constant crisis response which has put extreme pressure on their physical health and well-being.

Health effects of a crisis-driven work environment

The relentless demands of short-staffing have negative health impacts on social care managers, many of whom report physical and mental health issues directly related to their work environments. Our research suggests that more than 90% of social care managers experience stress-related health issues, with many developing symptoms of burnout, anxiety, and even depression due to the constant pressure of managing care homes with inadequate staffing. 

Physical exhaustion and fatigue

75% of managers in one recent study reported working far beyond their contracted hours to cover gaps in shifts, resulting in chronic fatigue. For some, the extended hours of physical and mental labour cause physical symptoms such as sleep deprivation, and headaches. Prolonged overwork also increases the risk of immune system compromise, which leaves these managers susceptible to illness. This physical toll isn’t just isolated to the hours spent at work; managers often carry the strain home with them, struggling to rest and recover during off-hours. For social care managers, chronic exhaustion has become a norm.

Emotional and mental health strain

Beyond the physical toll, the emotional and mental strain that short-staffing imposes on managers can be overwhelming. Many managers report feeling isolated and helpless in the face of insurmountable staffing challenges. Symptoms of burnout are pervasive, leading to emotional exhaustion, reduced empathy, and an overall sense of disengagement from work—a troubling outcome for managers tasked with providing compassionate care to vulnerable individuals.

Burnout can exacerbate feelings of self-doubt and inadequacy, particularly for managers who feel they’re failing both staff and residents by not meeting care standards. This can lead to a cycle of anxiety and low morale that makes day-to-day responsibilities harder to manage. Mental health issues, once triggered, often have a compounding effect, making it even harder for managers to cope with the day-to-day stresses of their work.

Impact on work-life balance and relationships

The spillover of work pressures into personal life is another consequence that severely affects managers’ health. With most managers working beyond their scheduled hours, it becomes increasingly challenging for them to maintain a healthy work-life balance. This imbalance affects family relationships, social connections, and leisure time, further compounding the stress they experience at work.

Managers report feelings of guilt and frustration for missing family events, neglecting personal relationships, or simply not having the time or energy to unwind, with many admitting that the work-life imbalance led to strain within family relationships. The guilt of missing out on important family events, coupled with the pressure of a high-stakes job, often contributes to feelings of failure and inadequacy.

Barriers to seeking support and solutions

Even when social care managers are aware of the detrimental health impacts of their workload, the opportunity to seek support is limited. Many managers cite the fear of repercussions, such as appearing incompetent or weak, as a barrier to seeking help. Others express frustration that their concerns can be dismissed by senior management, who prioritise operational demands over well-being.

Lack of support and validation from senior leadership often exacerbates feelings of isolation and helplessness, creating an environment where managers feel unable to cope with their workload in a healthy, constructive way.

The negative cycle: How manager burnout worsens staffing challenges

The health impact of short-staffing on social care managers doesn’t only harm the individuals affected—it also fuels the staffing crisis that perpetuates these challenges. As managers face deteriorating health due to prolonged stress, turnover rates rise among them as well, further destabilising an already fragile workforce. When experienced managers leave due to burnout, the burden falls on those remaining, creating a vicious cycle that leads to higher turnover within the extended team, diminished care quality, and mounting stress for everyone involved.

When social care managers are stretched thin, their ability to effectively lead, mentor, and support staff is compromised. In turn, this negatively impacts staff morale, which further reduces retention rates among frontline workers. For social care managers and staff alike, the experience is one of trying to keep a leaky ship afloat—a near-impossible task without substantial intervention.

Possible interventions: Breaking the cycle of managerial burnout

To address the health impact of short-staffing on social care managers, systemic changes within the social care sector are essential. Implementing the following strategies could help break the burnout cycle and improve both manager health and care quality:

1. Clear Communication and Empathy from Senior Leadership

• Managers need open communication channels with senior leadership, where they can share their concerns without fear of judgment or repercussions. This approach requires empathy from senior leaders, who must prioritise listening and responding to the issues managers face. Supportive leadership can foster a culture where managers feel empowered to seek help, thereby reducing the mental and emotional burdens of their roles.

2. Increased Staffing Budgets and Support Staff

• Investing in staffing budgets and support staff, such as administrators, could help alleviate some of the workloads placed on social care managers. These additional resources allow managers to focus on strategic responsibilities, such as staff training and quality oversight, rather than getting bogged down in day-to-day operations.

3. Professional Development and Training Opportunities

• Regular professional development for social care managers can provide them with tools to better handle stress, manage workloads, and enhance their leadership skills. By building a culture of ongoing learning, social care providers can help managers develop the skills they need to address staffing challenges proactively.

4. Access to mental health resources

• Mental health support, such as counselling and resilience training, could help social care managers cope with the pressures of their roles. Providing accessible mental health resources within the workplace, such as onsite counselling or stress management workshops, could also help managers address burnout and anxiety before they reach critical levels.

Conclusion: A call for systemic change in the social care sector

The health impact of short-staffing on social care managers is a stark reminder of the need for systemic change in the sector. The demands placed on managers by high vacancy rates, operational demands, and regulatory obligations have pushed many to the point of burnout, compromising both their well-being and the quality of care they are able to provide.

Breaking this negative cycle requires a fundamental shift within the social care sector. Investment in resources, support for manager well-being, and empathetic leadership are essential to creating a sustainable, supportive environment that allows social care managers to thrive. Without these interventions, the cycle of turnover and burnout will continue to erode the foundations of adult social care, to the detriment of both the workforce and the vulnerable individuals they serve.

As the sector faces unprecedented challenges, recognising the critical role that social care managers play—and supporting them in that role—is essential. Addressing the health impacts of short-staffing on managers is not only a moral imperative but also a crucial step toward building a sustainable, high-quality adult social care system.

Susanne Jeffries has over 25 years of experience in sectors ranging from disability support within mainstream education and adult social care to local authority commissioning. Currently working for a national charity, she specialises in supporting services working with individuals with learning disabilities, autism, and complex needs. Her MBA studies have allowed her to dive into the social care staffing crisis, particularly focusing on the challenges and impacts faced by registered managers.

In related news:

Opinion: Shifting care prioirties – what the government’s Budget should’ve included 

University tuition fees are set to rise, how will it impact young adults?