Workforce Wellbeing and Retention Audit - Care Homes

Evidence to check

• • Workforce wellbeing strategy or policy is current and accessible
• • Staff know what wellbeing support is available
• • Staff can give examples of support offered during stress, sickness or personal difficulty
• • Wellbeing approach links to safe care, retention and staff experience

Evidence to check

• • Staff feedback from surveys, supervision or meetings
• • Examples of workload or wellbeing concerns raised by staff
• • Management responses to concerns are recorded
• • Staff report that concerns are listened to and acted on

Evidence to check

• • Supervision records include wellbeing discussion
• • Support actions agreed where staff raise concerns
• • Follow-up completed at later supervision
• • Supervisions are not limited to task performance or training compliance

Evidence to check

• • Information about wellbeing support is shared with staff
• • Staff know how to access support confidentially
• • Mental health first aiders or wellbeing champions are trained where used
• • Use and effectiveness of wellbeing support are reviewed without breaching confidentiality

Evidence to check

• • Staff survey results or feedback records
• • Themes are reviewed by management
• • Action plans are created from feedback
• • Staff are told what changed because of their feedback

Evidence to check

• • Rota and break arrangements
• • Staff feedback about breaks and annual leave
• • Annual leave balances monitored
• • Management action where staff regularly miss breaks or cannot take leave

Evidence to check

• • Staff feedback about team culture
• • Examples of peer support, recognition or team appreciation
• • Observation of staff interactions where possible
• • Concerns about poor team culture are addressed promptly

Evidence to check

• • Rota reviews and staffing dependency data
• • Overtime, sickness and absence trends
• • Staff feedback about workload and fatigue
• • Changes made where rotas or workload create risk

Evidence to check

• • Induction and probation records
• • Mentor or buddy arrangements
• • Early supervision or check-in notes
• • New starter feedback on support and confidence

Evidence to check

• • Turnover and retention data
• • Analysis by role, shift, department or length of service
• • Hotspots or patterns identified
• • Retention actions targeted to the areas of greatest risk

Evidence to check

• • Exit interview records
• • Reasons for leaving analysed for themes
• • Feedback reviewed by management
• • Changes made in response to leaver feedback

Evidence to check

• • Flexible working request records
• • Decisions are fair, consistent and documented
• • Impact on residents, team cover and continuity considered
• • Alternative options explored where requests cannot be fully agreed

Evidence to check

• • Recognition records, awards or thank-you systems
• • Staff feedback on whether recognition feels fair and meaningful
• • Recognition includes different roles and shifts
• • Good practice examples are shared to reinforce quality care

Evidence to check

• • Development plans or appraisal records
• • Access to qualifications, role development or career pathways
• • Staff know what progression opportunities are available
• • Development opportunities are offered fairly across staff groups

Evidence to check

• • Staff consultation records
• • Meeting minutes or change communication records
• • Staff feedback on involvement in decisions
• • Changes are explained clearly and staff concerns are considered

Evidence to check

• • Risk assessments or wellbeing action plans
• • Incident, complaint, supervision or survey themes
• • Management actions to reduce stressors
• • Follow-up confirms whether actions improved staff experience

Evidence to check

• • Occupational health referral process
• • Records of reasonable adjustments where appropriate
• • Return-to-work records
• • Staff know how health-related support can be accessed

Evidence to check

• • Debrief records after difficult events
• • Supervision or wellbeing support following distressing incidents
• • Staff feedback about emotional support
• • Learning and emotional impact are both considered

Evidence to check

• • Manager walkaround or engagement records
• • Night and weekend staff included in leadership contact
• • Staff feedback about leadership approachability
• • Leaders act on concerns raised directly by staff

Evidence to check

• • Anonymous survey results
• • Confidential feedback or speaking-up routes
• • Themes reviewed by management
• • Actions taken where hidden concerns are identified

Evidence to check

• • Training or wellbeing session records
• • Staff feedback on usefulness
• • Training is supported by real workload and leadership action
• • Staff are not expected to manage systemic pressure through resilience training alone

Evidence to check

• • Bullying, harassment or grievance records
• • Investigation and outcome records
• • Support offered to affected staff
• • Learning and culture improvement actions after concerns

Evidence to check

• • Reward or benefits information
• • Staff feedback on benefits and recognition
• • Review of whether incentives affect retention or morale
• • Benefits are communicated clearly and applied fairly

Evidence to check

• • Evaluation of wellbeing initiatives
• • Staff survey or feedback trends
• • Sickness absence and turnover trends
• • Wellbeing actions adjusted when they are not improving staff experience

Evidence to check

• • Staffing dependency assessments
• • Rota planning and absence cover arrangements
• • Agency use and last-minute cover trends
• • Staffing decisions reviewed against resident safety, continuity and staff wellbeing