Planning ahead as a leader

Download our checklist to help you to identify future registered manager potential.

With 10,000 registered managers due to retire in the next 15 years, succession planning is key to ensuring that your service continues to provide well-led, consistent quality care, both today and in the future. 

When a registered manager leaves their post and there’s no back-up plan, a lack of stability or continuity will impact the quality of care. Creating a pipeline of new managers is crucial and something that all care providers should be doing. Identifying talent and understanding what learning opportunities are available to prepare your aspiring managers to become a deputy, care or registered manager.

This guide includes practical examples and checklists. It’s based on what we’ve learned through our work with aspiring managers and the programmes that have supported them to develop.

Short snippets of learning ranging from videos, podcasts, blogs, links to Ted Talks and much more…

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Our tools and resources can help you recruit and retain people who have the right values for your organisation and the adult social care sector.

Values-based recruitment is essential to ensuring you employ a compassionate, person-centred workforce that is committed to providing quality care. It can be tricky to know how to assess a candidate’s values and whether they align with those of your organisation.

Skills for Care has worked with social care experts at University of York to create ‘Curious about Care’, a free evidence-based tool that can be used as part of your recruitment process. It allows you to explore different scenarios with a candidate to better understand their values, helping you assess if they are a good fit for your organisation.

During February and March we’ve been focusing on workforce planning. In this blog, we hear from Registered Manager Member of Skills for Care, Dani Noquet, who tells us how Reach Learning Disability Care CIC’s recent focus on succession planning is creating a greater awareness of career progression within their organisation.

Attract a diverse range of candidates for your roles and hire people previously underrepresented in your workforce. People from all backgrounds can have the right values to work in social care and bring a wealth of perspectives, ideas and ‘lived experience’ to your workforc