Social care work teaches you staff stay where they feel valued: Sharon O'Brien

Our staff turnover rate is significantly lower than the sector average, and that is something I am extremely proud of. Numbers never tell the full story, but they do show whether people feel supported enough to build a future with you. Almost half of our team, 43 per cent, have been with us for more than three years, and 24 per cent have stayed for more than five years.

In a sector where staying even a couple of years is often seen as an achievement, these figures speak volumes about the culture we have created together.

One misconception I hear often is that social care does not offer real career opportunities.

That could not be further from the truth. Our team includes people working in training and development, cybersecurity, social media, marketing and highly specialised support roles. It is a diverse, exciting and constantly evolving sector. What matters most is showing people from day one that there is room to grow, learn and move forward.

For me, retention begins before someone has even settled into their role. I want new colleagues to feel confident, comfortable and supported, and that is why we take the time to check in at key points in their first weeks.

These conversations are not boxticking exercises. They are about helping people understand the organisation, giving them a safe space to ask questions and making sure they feel part of the team. When someone knows that we genuinely want them to succeed, everything else becomes easier.

Listening is at the heart of how we work. We encourage open conversations, and we regularly ask for feedback because we genuinely want to know how people are feeling. When someone raises a concern or makes a suggestion, we act on it wherever we can, and tell them when their feedback has led to a real change. Trust is built in those moments when people see that their voice has weight.

Many of us choose social care because we want to make a difference. What keeps us here is feeling respected and understood. I believe in meeting people with empathy. Life is complicated, and not every situation is straightforward, but most people are doing their best. When an organisation recognises that, loyalty naturally follows.

Before I joined social care, I worked in hospitality, and that background taught me how powerful first impressions can be. Sometimes it is the small gestures like kindness, patience, and being willing to listen that stay with someone the longest.

Those moments build a culture where people feel seen.

Social care is demanding work, but it is also deeply rewarding. At Happy Futures, we have shown that when you invest in people, create genuine opportunities for growth and listen with intention, retention follows naturally. Our turnover rate is not just a number. It is a sign that when people feel valued, they stay and they thrive.

Sharon O’Brien is HR Co-ordinator for Happy Futures