Train: Developing future registered managers in the care sector

The roundtable discussion opened with a focus on the increasing demand for registered managers (RMs) in the care sector. Notably, the vacancy rate for RMs stands at about 10%, which is higher than other management positions within the sector. 

Additionally, turnover rates for RMs hover in the 20s percentile, and a concerning one-third of current RMs are approaching retirement age within the next decade. A survey involving 800 RMs revealed that 70% had not initially planned to take on the role but took the opportunity when it presented itself.

Challenges

The discussion highlighted several key challenges associated with the training and development of RMs:

• Career path and succession planning: The high turnover and vacancy rates suggest a need for better career path planning and succession strategies within organisations. The concern about the cost of training and the potential loss of trained personnel due to limited progression opportunities was voiced by participants.

• Evolution of the registered manager role: The role of RMs has evolved from primarily focusing on governance and compliance to encompassing broader leadership responsibilities. This shift necessitates a re-evaluation of the skills and training provided.

• Innovation versus experience: Retaining managers with longer tenures might hinder innovation, as there is an expectation the role will remain static, which could conflict with the evolving nature of care provision.

•  External recruitment challenges: Recruiting RMs from outside the sector brings its own set of challenges. While it opens the door to new skills, particularly in leadership and commercial areas, these individuals often lack the clinical, quality and caring experience crucial for the role.

Recommendations

Based on the challenges discussed, the following recommendations are proposed by the roundtable attendees to enhance the training and development of RMs:

• Strengthen internal development programmes: Enhance and promote internally run development programmes that are already well-attended and contribute positively to management retention. These programmes should be continuously updated to reflect the evolving role of RMs.

•  Incorporate technology and data skills: “Data is the currency of today” and, as such, training programmes should include elements that help RMs understand and utilise technology and data effectively in care delivery. This aligns with the growing expectation for tech-enabled care, both from the workforce and service users.

• Robust inductions for new RMs: Ensure that inductions for new RMs are comprehensive and supportive, setting them on a path to meet the evolving expectations of their roles. This includes training in financial management and commercial decision-making.

• Recruitment from other regulated industries: Consider recruiting RMs from other regulated industries to bring in the necessary leadership and commercial skills. Supporting organisational structures should be in place to bridge gaps in care-specific knowledge and skills.

• Encourage a culture of continuous learning and innovation: Foster an organisational culture that values continuous learning and innovation, even among long-tenured RMs, to prevent stagnation and promote ongoing professional development.

By addressing these challenges with targeted strategies, the care sector can better develop and retain skilled RMs, ensuring a resilient and adaptive leadership that can drive positive change in the sector.