Healthcare Management Solutions

Article by Tony Stein, CEO of Healthcare Management Solutions

The mooted proposals to restrict health workers to bringing only one family member to the UK and potentially scrapping the shortage occupation scheme are alarming, especially in light of Rishi Sunak's consideration to raise the minimum salary requirement for foreign workers. These plans, while not expected to take effect this year, signal a significant shift in the UK's approach to managing its workforce, particularly in the health and social care sectors.

As the CEO of Healthcare Management Solutions, which managers around 60 care homes, I am deeply concerned about how these changes will impact our ability to provide adequate care for our ageing population. The current system already faces a daunting challenge in attracting and retaining talent domestically, and these proposals could exacerbate the problem.

The immediate crisis in social care cannot be overstated. We are struggling to find enough people to care for a growing elderly population. The proposed changes to immigration policies will likely make this situation more dire. The longer-term issue, however, revolves around making the care sector an attractive proposition for our domestic workforce. This is a critical endeavour, but it requires time and strategic planning.

A key aspect of addressing this issue is changing the narrative around immigration. We need to help the public understand the difference between essential, legal immigration – which is indispensable for sectors like health and social care – and illegal immigration. This distinction is crucial for fostering an environment where the necessary talent can be welcomed and integrated effectively.

Abandoning the principle of shortage occupations seems short-sighted, particularly for sectors that are already experiencing acute shortages. In health and social care, the timeline for finding, recruiting, and training new staff is substantial, necessitating a reliance on overseas talent, at least in the short term.

It's a misconception that overseas recruitment is about cutting costs. Safeguards ensure that overseas staff are paid at the same rate as domestic staff.

For effective policy-making, it is imperative that the government engages in meaningful dialogue with employers in social care sector. Such conversations would reveal the complexities of overseas recruitment and the nuances of wage structures within these sectors.

In conclusion, while it is vital to work towards a long-term solution that makes the care sector appealing to domestic workers, we must also acknowledge and address the immediate needs of our ageing population. This requires a balanced, well-informed approach to immigration that recognises the essential role it plays in the social care sector. Only through thoughtful policy-making and open dialogue can we ensure that our older people receive the care they deserve and that the sector remains robust and sustainable.