The Impact of UK Immigration Changes On Recruitment and Retention: Implications and Considerations for Case Managers and Financial Deputies

Executive Summary

Recent changes to UK immigration rules in January 2024, combined with ongoing pressures from the COVID-19 pandemic and Brexit, are creating more challenging conditions for case managed care packages in the UK. The care sector is facing reduced availability of staff, increased competition for remaining workers, and the loss of immigration as a key source of new staff. As a result, case managers and financial deputies are confronted with the challenging task of ensuring continuity and quality of care for their clients.

This article explores the ripple effects of these immigration changes on the wider care sector and discusses the potential for attracting talent from outside the traditional care workforce. It also provides insights and strategies for case managers and financial deputies to prepare for potential difficulties, and explores solutions and opportunities to mitigate the impact on care delivery.

Introduction

In January 2024, the government implemented measures designed to curb the number of people entering the country, including restrictions on skilled care workers’ ability to bring dependants with them. This has come with increasing the minimum income to sponsor someone for a spouse / partner visa and increasing the baseline salary for a Skilled Worker’s markedly. The UK’s care sector is now facing the impact of these new immigration rules, also causing implications for case managed care packages. This change coincides with the ongoing pressures brought about by the aftermath of COVID-19 pandemic and Brexit.

The combined impact of these factors has left the care sector grappling with a reduced pool of available staff, increased competition for remaining workers, and the reduction of a key relief valve (immigration of care staff) at a time of growing demand. As a result, case managers and financial deputies will now be faced with an increasingly challenging requirement to ensure the continuity and quality of care for their clients.

The purpose of this piece is to explore the realities of these immigration changes on case managed care packages in the UK, by examining the ripple effects on the wider care sector (the whole care sector shares the same pool of staff after all). We’ll also cover the “perfect storm” scenario, and the potential for attracting talent from outside the traditional care workforce. Furthermore, we will discuss how case managers and financial deputies can prepare for the potential difficulties that may arise later this year (and next), along with exploring potential solutions and opportunities to mitigate the impact of these changes on the delivery of care.

The Ripple Effect of Immigration Changes on the Care Sector

The recent changes to UK immigration rules have set in motion a series of ripple effects that will begin to be felt throughout the care sector as we proceed through the year and into 2025. This change, all else equal, will lead to increased competition for the remaining staff as care providers continue to struggle to fill vacant positions and retain their existing workforce (the broader backdrop we’re all sadly accustomed to). The aging population and increasing prevalence of complex, long-term health conditions (from factors such as better diagnosis and higher survivability) have put additional pressure on the sector of case managed care packages, making it more challenging than ever to ensure that clients receive the high-quality, personalised support they need. Although case managed packages may not have been the original employer of those who may be impacted by these immigration changes, the employers who would have are instead left searching for an alternative candidate from the same (smaller) pool. This pull on the same pool of remaining candidates is how the ripple is felt by case managed packages.

These immigration changes reduce a key relief valve for the care sector (at a time when demand for services is structurally growing) and will require case managers and financial deputies to adopt increasingly innovative strategies and collaborative approaches.

The “perfect storm”

The concept of a “perfect storm” scenario in the context of case managed care packages has been articulated by BABICM and Dr Alyson Norman, a leading expert in the field of (need to put this in). Their members’ survey showed that the convergence of multiple adverse factors, including the COVID-19 pandemic and Brexit, already had created a uniquely challenging environment for those working in the care sector.

The pandemic and related policies on vaccinations placed unprecedented demands on care services, while also limiting the ability of workers to travel and forcing many to take time off due to illness or self-isolation requirements. At the same time, Brexit has disrupted the flow of workers from the European Union, making it more difficult for care providers to recruit from this traditionally important source of labour. The multifaceted challenges facing case managed care packages are numerous and complex. Staffing shortages, in particular, have emerged as a major concern, with many care providers struggling to recruit and retain the skilled workers they need to deliver high-quality services. This has led to increased workloads for existing staff, higher levels of burnout and turnover, and with this greater risk of errors and omissions in care delivery (we’re all human after all).

In addition to staffing issues, there is an element of increased costs associated with recruitment, case management time, retention efforts, pay rises and unintended agency usage. The growing need to offer more competitive compensation packages and increasingly attractive working conditions has put additional strain on already tight budgets, forcing many to make difficult choices about how to allocate limited resources. Perhaps most importantly, the perfect storm scenario has raised concerns about the ability of care providers to maintain quality standards in the face of these mounting challenges.

With staff stretched thin and resources scarce, there is a risk that the personalised, holistic approach (that is the hallmark of effective case management) may be compromised. There is no one-size-fits-all solution to the perfect storm scenario, but by working together and sharing best cross-industry practices, case managers and financial deputies can mitigate the impact of these challenges and ensure the continued delivery of high-quality care.

Attracting Talent from Outside the Care Sector

One potential strategy for addressing the staffing shortages created by the perfect storm scenario is to actively seek out and attract talent from outside the traditional care sector. This approach recognises that there is a pool of workers who are seeking more meaningful and fulfilling careers (especially in the wake of the COVID-19 pandemic), and who may be open to the idea of transitioning into assistive care roles.

The trend towards seeking more meaningful work has been well-documented in recent years, with many people reassessing their priorities and looking for opportunities to make a positive difference in the lives of others. By leveraging this shift in work preferences and attitudes, the sector may be able to tap into a new source of talent and bring fresh perspectives and skills into the sector. However, it is important to recognise that attracting workers from outside the care sector is not a panacea, and that there are significant challenges associated with this approach. For one, it will be a gradual trend, unlike the more immediate reduction in care workers from abroad, given the scale and scope of the immigration changes. Additionally, workers from outside the sector will require additional training and support to adapt to the unique demands and requirements of care work, there will also be some areas of care (such as personal care) which may not align.

To effectively attract and retain talent from outside the care sector, the sector will need to adopt a comprehensive approach that addresses the full range of factors that influence worker satisfaction and retention. This may include offering competitive compensation and benefits packages, providing opportunities for career growth and development, and creating a supportive and inclusive workplace culture. Targeted recruitment campaigns that highlight the meaningful and rewarding nature of the work (explained in the realities of what it entails) may also be effective in attracting workers from alternative backgrounds. By showcasing the positive impact that one can have on the lives of others, and by emphasising the opportunities for personal and professional growth within the sector, we may be able to overcome some of the barriers. Ultimately, the success of this approach will depend on the ability of the sector to create a compelling value proposition for potential staff, and to provide the support and resources needed to help them adjust.

Preparing as a Case Manager or Financial Deputy for Potential Challenges Ahead

As the impact of the immigration changes and the perfect storm scenario continues to unfold, it is crucial for case managers and financial deputies to take proactive steps to prepare for the potential challenges that may lie ahead. One should work carefully to assess the potential risks and vulnerabilities associated with staffing shortages; what happens if you cannot attract the ideal person(s) for the client, and to that end develop contingency plans that can be implemented quickly and effectively in the event of such a scenario. This may involve identifying alternative sources of temporary staff, such as agency workers or volunteers, or exploring options for cross-training and upskilling existing staff to take on additional roles and responsibilities. Another important consideration is budgeting for potential temporary and sustained increases in labour costs. With competition for skilled workers likely to intensify in the coming months and years, care providers may need to offer more competitive compensation packages to attract and retain staff.

Case managers and financial deputies should work closely to assess the potential impact of these costs on care packages, and to develop strategies for managing budgets and resources effectively. In addition to these financial considerations, case managers and financial deputies should also be prepared to prioritise essential care needs in the event of staffing shortages. This may involve working with clients and their families to identify the most critical aspects of their care plans, and to develop strategies for ensuring that these needs are met even in the face of resource constraints.

This may require difficult conversations and trade-offs, but it is essential to ensure that clients continue to receive the highest possible standard of care. An example of such a situation could be renegotiating a rota to be more compatible with a standard shift pattern. By being creative and adaptable in their approach to care delivery, case managers and financial deputies can help to ensure that clients continue to receive the support they need, even in the face of significant challenges.

Exploring Practical Solutions and Opportunities

While the challenges posed by the immigration changes are significant, there are several practical solutions and opportunities that case managers and financial deputies can explore to mitigate the impact on care packages:

Expand recruitment efforts:

• Actively recruit from non-traditional talent pools, such as recent graduates, career changers, and those seeking more meaningful work. This can be done through putting out additional adverts aimed at non care audiences with emphasis on training.
• Offer flexible working arrangements, such as part-time or job-sharing options, to attract a wider range of candidates.
• Emphasise the rewarding nature of care work and the opportunities for personal and professional growth in job postings and recruitment materials.

Invest in training and development:

• Implement comprehensive training programs to upskill existing staff and create clear career progression pathways within the care sector (that don’t always lead away from frontline care).
• Partner with local educational institutions to develop specialised training courses tailored to the needs of those from alternative backgrounds looking to support those with complex needs (such as TBI).
• Encourage staff to pursue additional qualifications and certifications to enhance their skills and knowledge.

Foster a supportive work environment:

• Prioritise employee well-being by offering competitive compensation, benefits, and support services where possible.
• Encourage open communication and feedback to identify and address staff concerns and challenges.
• Recognise and reward outstanding performance to boost morale and retention, make this a place they want to be.

Collaborate with industry partners:

• Engage with industry associations, such as BABICM, CMSUK and others to share best practices and advocate for supportive policies and funding. This already has a great movement going!
• Participate in industry events and forums to network with others and learn from their experiences.
• Explore opportunities for collaboration and resource sharing with other case management companies to optimise efficiency and reduce costs.

Leverage technology (one for further down the line, we’ll be talking on this in the posts to come!):

• Invest in digital tools and platforms to streamline administrative tasks, such as scheduling and record-keeping.
• Explore the use of assistive and remote monitoring technologies to enhance care delivery and reduce the need for in-person staffing.
• Utilise data analytics to identify trends, optimise resource allocation, and inform decision-making.

By implementing these practical solutions, case managers and financial deputies can proactively address the challenges posed by the immigration changes and ensure the continued delivery of high-quality care to their clients. Adapting to change and embracing innovation will be key to navigating this new landscape and emerging stronger and more resilient in the face of ongoing challenges.

Conclusion

In conclusion, the recent changes to UK immigration rules, coupled with the ongoing pressures of the COVID-19 pandemic and the aftermath of Brexit, have created a perfect storm scenario for case managed care packages. The ripple effects of these challenges are being felt throughout the care sector, with staffing shortages, increased costs, and difficulties maintaining quality standards emerging as key concerns. However, by taking a proactive and strategic approach to these challenges, case managers and financial deputies can help to mitigate the impact on their clients and ensure the continued delivery of high-quality care.

This may involve exploring new talent pools, investing in training and development programs, and collaborating with industry partners and policymakers to create a more supportive environment for the care sector. The importance of adaptability and creative problem-solving cannot be overstated in this context. By embracing change and being open to new ideas and approaches, case managers and financial deputies can help to navigate the perfect storm and emerge stronger and more resilient in the face of ongoing challenges. Ultimately, the key to success will be a willingness to work together and share knowledge and expertise.

By encouraging open dialogue and collaboration, and fostering a culture of innovation and continuous improvement, the care sector can develop new solutions and approaches that will benefit clients, workers, and providers alike. As we move forward in this challenging environment, it is essential that case managers, financial deputies, and all those involved in the delivery of care remain committed to the highest standards of quality and excellence. By working together and staying focused on the needs of our clients, we can weather the perfect storm and emerge stronger, more adaptable, and better equipped to meet the challenges of the future.

Share this