Skills for Care

There are different reasons why your organisation, and therefore your workplace culture, might need to evolve.

Person-centred care and support should be flexible and tailored to an individual’s wants and needs, and therefore your organisation also needs to be flexible.

There might be internal and external influences that prompt change such as new models of care (e.g. personal budgets and direct payments), funding and innovative ways of working. 

Well-led positive workplace cultures should be responsive and resilient to change.


Manage continuous change and development

Plan properly for change and have the flexibility to adapt to unexpected changes. It’s important to consider how different people respond to change and how to engage your workforce in any changes in your organisation.

Resources to help: The principles of workforce redesign

‘The principles of workforce redesign’ can help organisations who are going through any form of organisational change or restructure.

The seven principles outline the key things you need to consider when changing the way your staff work.

Resources to help: The workforce outcomes measurement model

‘The workforce outcomes measurement model’ can help you evaluate whether your workforce interventions are really making a difference to the individual who needs care and support. It provides a simple way of linking the impact and benefits of workforce interventions to measurable, person centred outcomes for the individual, service, organisation and community. 



Read the scenario and answer the questions below.

A small, family owned residential care home for older people is well established and has been operating for nearly 60 years. 


The service consistently achieves positive Care Quality Commission reports and nearly always has full occupancy; staff are very loyal and stay for many years. The organisation prides itself on being ‘one big happy family’; they have regular meal times when the staff sit down and eat with residents. 


The home has a set routine with specific days allocated to certain tasks.

They currently have two set activity days when the part time activity co-ordinator organises activities for the whole home such as afternoon tea dances, film matinées, sing-a-longs or seated exercises. 

The owners’ daughter also works in the home and has recently achieved an activity provision qualification. She’s very enthusiastic and would like to introduce more varied activities, at different times and to suit individual needs. She believes that the lives of residents could benefit from all members of staff having a better understanding of activity provision and a more spontaneous approach. 


She also wants to encourage both staff and residents to use their existing skills more, such as encouraging a staff member who is a keen gardener to support an older gentlemen who used to work as a landscape gardener. 

Whilst some of the staff are eager to get involved, others are concerned about how they will find the time to do these ‘extra tasks’. The activities co-ordinator has also expressed concerned about residents being put at risk.


  1. What could the owners do to encourage all staff to engage in meaningful activity?
  2. How can they ensure that everybody is committed to these new plans?
  3. What do you think the challenges may be?
  4. Thinking about your own organisation, have you got the right culture in place to be able to manage change?