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GO Online: Inspection toolkit

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Safe and effective staffing

Safe recruitment practices and staffing levels are fundamental parts of delivering good and outstanding care.

The following film provides a summary of this area of inspection. It can help you and your teams learn about what will be inspected and what is important to demonstrate to deliver good or outstanding care.

Introducing Safe and effective staffing

Duration 02 min 20 sec

Safe and effective staffing is reliant on having enough capable and confident staff to respond to the needs of the people you support.

The CQC inspection focus looks at staffing levels, recruitment practice and how you induct and develop your staff to deliver safe care. It is essential that your service has the right skills mix to meet the care needs of the people you support.

Because poor recruitment practice is a huge risk to your ability to deliver Safe care, the CQC will want to ensure you have robust checks for new staff, including DBS, the following up of references, and checking any previous training.

New staff should be appointed if they have the right values to work in care. Your induction process should provide staff with the opportunity to receive the knowledge, training, and the support they need.

For those staff joining the profession for the first time, ensure that the minimum induction standards are met, including workplace assessment of competence.

More experienced staff should have their learning periodically refreshed. Staff training and assessment should always go beyond the minimum, ideally helping to create subject matter experts or champions. Qualifications and apprenticeships are great ways to build expertise in your service.

Regular supervisions should be provided to all staff regardless of their length of service.

Workforce planning will require your service to people’s changing needs, absences, and other staff rota related issues. Rota systems can help but ensure your managers and staff are trained to use them.

In homecare and community-based services, ensure visits are planned to allow time for all care needs to be met. Contingency plans to maintain service provision will always need to be in place.

In addition to interview and potential observations, inspectors may choose to look at your Dependency tools and a range of documents including:

  • staff rotas
  • staff support, supervision, and disciplinary records
  • staff recruitment and employment records
  • and staff training and induction records, including qualifications.

GO Online brings together recommendations, examples, and resources to help you to recruit and safely staff your service.

 

Practical examples

The examples below provide insight into how other Good or Outstanding rated services are succeeding in this area of inspection. Use the filter to choose different types of examples or select based on related prompt.

If you have an example you would like to share, please e-mail employer.engagement@skillsforcare.org.uk.

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15 example(s) found

Building empathy through immersive dementia training

The provider invested in innovative training to help staff better understand the experiences of people living with dementia. An external organisation delivered an immersive 'dementia bus' experience, simulating the challenges of living with dementia, with relatives also invited to take part. Staff also completed in-house training where they became a "resident for the day", experiencing the restrictions and frustrations that people with dementia may face. Staff described this training as "excellent" and said it gave them greater confidence in their roles. This investment demonstrated the provider's commitment to developing a skilled, compassionate and confident workforce, helping staff deliver high-quality, person-centred care with greater empathy and understanding.

Read more about this service e.

Care provider: Brook House Care 国产乱伦

  • Case study

Date published: July 2026


Well-trained, responsive staffing teams

The provider made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. They worked together well to provide safe care that met people’s individual needs. Staff were safely recruited. There were enough staff to provide safe care and people did not have to wait to receive the support they needed. Staff were trained to provide support to meet people’s health and care needs. The staff team worked well together and made sure people received the care they needed at the right time. One member of staff told us, “We all work well together to cover the shifts. We will always work extra to cover a shift if we are short staffed.”

Read more about this service .

Care provider: Green Acres Care 国产乱伦

  • Case study

Date published: May 2025


Compassionate, intuitive staffing

The management team made sure there were always enough qualified, skilled and experienced staff, who received thorough support, supervision and strong development opportunities. They worked together well to provide safe care that met people’s individual needs.

The management and staff team at Hall Park exhibited a high level of knowledge, skills and understanding of people’s individual needs and of ensuring best practice was followed. Staffing levels were sufficient to allow staff to spend meaningful time with people, which led to positive outcomes. Staff showed a genuine understanding of people and were intuitive when identifying people’s needs, rather than being task focussed. One person was described in their care plan as needing support to maintain a good fluid intake due to their clinical diagnosis. We saw a staff member gently encouraging this person, by asking them, “Shall we go to your house and have a cup of tea?” This person was being enabled by the staff member, who showed genuine care and empathy. We saw the person and staff member shortly afterwards sitting in the persons bedroom, enjoying a chat and a drink.

Read more about this service .

Care provider: Hall Park Care 国产乱伦

  • Case study

Date published: March 2025


Proactive, trained, dementia aware staffing

We observed staff being proactive in anticipating people’s needs and providing people with assistance when this was required. We observed staff to use their skills and knowledge when supporting people living with dementia in a kind and dignified manner. The provider regularly reviewed staffing to ensure there was always enough staff available, staff confirmed this and told us when a people’s needs had changed staffing was increased to reflect this.

Staff had been recruited safely and safer recruitment processes had been followed to ensure people were suitable for their roles. Staff received a comprehensive induction when joining the service and ongoing training to support them in their roles. Staff spoke positively about the training they had received, one staff member told us, “The training has been brilliant, it’s in-depth and you can ask questions”. Staff received checks of their competency to ensure they carried out their roles safely.

Read more about this service .

Care provider: Goldwell Manor Care 国产乱伦

  • Case study

Date published: January 2025


Exceptional staffing and training

Staffing levels at the service were exceptional and people always received the correct level of staff support. Staff were fantastically well trained and used this training to fully support people in all aspects of their lives. For example, staff had completed numerous training courses focused on supporting people living with learning disabilities and autistic people. As a result, they knew how to support people when they felt upset or anxious. For example, we observed occasions where people began to feel upset, and staff responded in a kind way to help them feel better. As a result of staff’s training and approach, people did not need to be supported with physical restrictions when they felt unhappy. This had a hugely positive impact on people’s quality of life. One relative said, ‘‘I cannot praise the staff enough. They are so professional and so well trained. When I think back to how upset [family member] used to get and now [staff] just know how to help them before it gets to that point. It is incredible.’’

The registered manager and provider continuously reviewed staffing levels to help ensure people had the support they needed to do what they wanted when they wanted to do so. This meant people had the full flexibility to do what they wanted at any time of the day. We observed people making the decision to leave the service and this was able to be supported immediately.

Read more about this service .

Care provider: The Limes

  • Case study

Date published: August 2024


Drawing on your learning in the workplace

In this from the Care Exchange podcast, Aeon Anderson talks about how putting your learning into practice in the workplace can stop people being complacent from mandatory courses.

You can listen to the full podcast . Access our whole Care Exchange series here.

Read more about this service .

Care provider: African Caribbean Community Initiative

  • Audio

Date published: May 2023


High staffing levels to meet people's care needs

Each person had a bespoke staff team. This ensured staff knew the person extremely well and provided consistent care and support.

There were always enough staff to support people. Where people's staffing levels were 2:1 and above these were never used in a restrictive way. People could choose who they were supported by for each activity and additional staff would do other tasks until they were needed.

Read more about this service .

Care provider: Orbis Support Offices

  • Case study

Date published: March 2023


Timing shifts to meet people's needs

Staff were deployed in ways that met people's needs. The length, and timing, of shifts reflected how people like to spend their time, and their needs for consistency.

Where this meant staff needed to work long hours consideration was given, and actions taken to mitigate, to the potential unintentional impacts of this for both the staff member and the person. This meant staff were well supported and people received consistent and compassionate care and support. 

Read more about this service .

Care provider: Dimensions Dorset West

  • Case study

Date published: January 2023


Using workforce planning to develop my team and what we offer

In this blog we spoke to Les Latchman, Registered Manager at Radnor House about his approach to workforce planning.

Read more about this service .

Care provider: Radnor House

  • Case study

Date published: November 2022


How I planned the introduction of nursing associates at Kineton Manor

In this blog, we spoke to Paula du Rand, Registered Manger at Kineton Manor Nursing 国产乱伦 who tells us how she identified the need for nursing associates at their organisation as part of her workforce planning.

Read more about this service .

Care provider: Kineton Manor Nursing 国产乱伦

Date published: November 2022


How we provide a flexible approach to inducting new staff

In this Blog we hear from Julia Moor, the Quality and Compliance Manager for Harrogate Skills for Living. She talks to us about the organisation’s flexible approach to induction.

Read more about this service

Care provider: Skills for Living

  • Case study

Date published: August 2022


Please don鈥檛 go! Why the first 90 days of employment are so important

In this Blog, Neil Eastwood, CEO of Care Friends and author of ‘Saving social care’, gives his perspective on why efforts to reduce staff turnover in the first 12 weeks of an employee’s role are so valuable - and what works.

Care provider: Care Friends

  • Case study

Date published: August 2022


Creating the workforce of the future through work placements

In this Blog, Kirsty Armstrong, Registered Manager of Kelly Park Caring Agency, discusses how she has worked with local education providers to offer work placements for students and recruit younger people.

Read more about this service .

Care provider: Kelly Park Caring Agency

  • Case study

Date published: July 2022


Supernumerary staff and coaching as part of induction

All staff are supernumerary for the first two weeks. This means they’re not doing regular duties but are getting an overview of the organisation and getting familiar with systems and processes.

New staff get job coaching from managers and work alongside experienced colleagues who are their designated mentors. They’re also given time to read each person-centred care plan for the people they’re supporting, as well as communication passports and other guidelines, so they quickly become familiar with the people we support and how the organisation works.

This is a two-way process, and Nexus makes every effort to learn about every new staff member by asking whether they’re happy to fill out a one-page profile. This profile tells the organisation a bit about the staff member, including what’s important to them and how best to support them at work.

Profiles are displayed with their photo in the community building, for both staff and people they support to see. Profiles encourage positivity within teams. Staff can identify what they like and admire about their new colleague, who in turn can let them know what support they need.

Read more about the service .

Care provider: Lewisham Nexus (LN)

  • Case study

Date published: October 2021


Making the most of what people have learnt

In this from the Care Exchange podcast, Debbie Dry explains how they maximise staff training by ensuring it helps them to improve their colleagues’ understanding.

You can listen to the full podcast here and access our whole Care Exchange series here.

You can also read the related CQC inspection report .

Care provider: Windsor Lodge Care 国产乱伦

  • Audio

Date published: June 2021



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