Organisational culture could shape success in social care
When it comes to the social care staffing crisis headlines dwell on the severity of the situation. Here, Susanne Jeffries, head of long term living at National Star, discusses how we can improve conditions.
In the world of social care, the profound effects of short staffing stretch beyond operational setbacks to deeply impact the mental well-being, morale, and retention of staff. At the heart of addressing these challenges lies the organisation’s culture—an often-overlooked factor that has the power to either ease the burden of staffing shortages or intensify them. Feedback from managers in the field highlights the dual role that organisational culture plays: as both a source of frustration and a potential solution to an increasingly common problem in the sector.
This article explores how a supportive and flexible culture can help mitigate the challenges of staff shortages, and how a rigid, unsupportive one can perpetuate the cycle of burnout and turnover. Understanding these dynamics reveals actionable insights for creating a healthier, more resilient environment in social care settings.
The cultural backbone of social care
The quality of organisational and departmental culture has a profound impact on how social care teams respond to the pressures of short staffing. For many managers, a positive, inclusive culture where they feel valued and supported becomes an essential tool for managing stress and improving team morale. As one manager noted, ‘If you haven’t got your correct working culture, you’re just gonna haemorrhage staff.’ This sentiment captures the idea that, in a supportive culture, employees are more likely to stay and contribute positively, while a negative culture not only pushes people away but attracts disengaged or unmotivated replacements.
A strong, healthy culture encourages managers to prioritise staff well-being and job satisfaction, both of which can soften the blow of staffing shortages. When staff feel valued, their willingness to go above and beyond often increases, alleviating some of the operational strain. On the contrary, when the culture is toxic or unsupportive, staff morale can decline, making retention difficult and exacerbating shortages. The result is often a vicious cycle: low staffing leads to burnout, which in turn leads to more staff leaving, further intensifying the shortage.
Balancing autonomy and support: The keys to effective leadership
One significant challenge that social care managers face is balancing autonomy with a supportive organisational structure. Many managers reported feeling vulnerable due to the dual pressures of holding accountability, often with regulatory bodies like the CQC, and simultaneously being micromanaged by higher-ups. This lack of autonomy can stifle creativity and problem-solving, leaving managers unable to effectively address staffing and operational issues.
Managers emphasised the importance of having the freedom to take pragmatic approaches without the fear of reproach. When they are empowered to make decisions and act independently, they can respond to challenges more effectively and support their teams more meaningfully. For instance, one manager spoke of an organisational culture where directors actively listen to managerial feedback, granting them the freedom to test new approaches: ‘If I say this isn’t working, can I try this, they say try it. If it works, great; if it doesn’t, it’s not an issue.’ This level of support not only boosts morale but also creates a culture where managers feel valued and trusted.
Conversely, a rigid, top-down approach can alienate managers, leading to frustration and ultimately affecting team performance. Managers who are bogged down by micromanagement often find themselves unable to address immediate staff needs, further diminishing morale. As one participant recounted, ‘In my previous job I wasn’t managing the service because I was being micromanaged.’ This frustration underscores the need for an organisational culture that supports managers’ autonomy, allowing them to lead effectively and contribute positively to the overall work environment.
Fostering team cohesion amidst staffing shortages
A culture of collaboration and team cohesion is essential for managing the increased pressures of short staffing. Managers repeatedly noted that when teams work well together, it’s easier to navigate these challenges. However, maintaining this cohesion requires time and energy, two resources that are often scarce in an understaffed environment.
Without sufficient staffing, managers often find themselves unable to dedicate time to team-building efforts. One manager highlighted the importance of cohesion, stating that a lack of time to resolve minor conflicts or foster team unity can escalate tensions within the team, leading to increased turnover.
In contrast, when managers have adequate time and support to invest in their teams, the benefits are significant. As one participant explained, focusing on team well-being—such as providing small comforts like quality coffee and fixing broken equipment—can make a meaningful difference in staff morale. These small, practical gestures communicate to staff that they are valued, fostering a sense of cohesion and mutual support that makes the workplace more pleasant and enhances retention.
Listening and support: A lifeline for managers
The importance of listening and support cannot be overstated. Managers frequently expressed the value of having senior leaders who offer meaningful, practical support during times of crisis. One manager described a critical moment where, having reached their breaking point, they called their supervisor who immediately offered support, setting aside time to create a six-week staffing plan. This intervention was instrumental in preventing burnout and likely saved the manager from resigning.
Such instances of responsive support demonstrate how important it is for leaders to not only listen but act. Senior leaders who are approachable, empathetic, and willing to provide practical solutions create a positive work culture that trickles down to every level of the organisation. For many, this support can be the difference between feeling valued and reaching ‘rock bottom’.
Moreover, extending this transparency and support beyond the immediate team to families, commissioners, and regulators helps foster a culture of honesty and trust. Some managers reported going so far as to rewrite their service’s statement of purpose to clearly outline the limitations of what they could offer due to staffing constraints. This open approach reinforces a culture of integrity and clear communication, which in turn can positively affect team morale by aligning expectations and providing realistic goals.
Practical steps to foster a positive culture in social care
Creating a supportive organisational culture, especially in a field as challenging as social care, requires intentional actions and consistent effort. Here are several practical steps that social care organisations can take to create a positive culture that supports both employees and service quality:
- Prioritise staff well-being initiatives: A workplace that prioritises mental health and well-being programs for its staff can dramatically reduce burnout. Initiatives like regular check-ins, flexible working options, and small but meaningful perks, such as quality coffee or improved break facilities, can improve morale and reduce stress.
- Empower managers with autonomy: Giving managers the autonomy to make decisions can empower them to respond swiftly to challenges, fostering a sense of ownership and pride in their roles. Autonomy helps them address issues before they escalate, maintaining a healthier work environment for everyone.
- Encourage open communication: Regular meetings, an open-door policy, and transparent communication channels create an environment where staff feel heard and supported. This approach builds trust and enables staff to share concerns before they become larger problems.
- Invest in team building and cohesion: Team cohesion is essential for withstanding the pressures of short staffing. Social care organisations can encourage activities that foster unity, whether through structured team-building exercises or simply creating an environment where team members support each other.
- Recognise and reward staff contributions: Acknowledging the hard work of employees goes a long way in boosting morale. Whether it’s through formal recognition programs, informal shout-outs, or small incentives, recognising staff contributions fosters a culture of appreciation and respect.
- Be flexible and supportive in crises: As seen in the feedback from managers, having leadership that is responsive and understanding during times of crisis can prevent burnout and retain staff. Leaders who are willing to adjust deadlines, provide additional resources, or offer a listening ear create a culture of support that can weather challenging times.
The future of organisational culture in social care
Organisational culture in social care is not a luxury—it’s a foundational component that determines the success, resilience, and sustainability of the workforce. In times of staffing shortages, a supportive, flexible culture becomes even more vital, offering both a buffer against burnout and a means of retaining valuable staff.
By fostering a culture of trust, autonomy, and support, social care organisations can create a more positive work environment that enables staff to thrive. This culture not only addresses the immediate challenges of short staffing but also builds a stronger foundation for the future, positioning social care as a field where employees feel valued, respected, and empowered to make a difference.
This article is the third instalment from Susanne, you can find her previous pieces here.
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