Published by Sue Johns-Chapman
Published Date 27.03.2025 
Author: CEO Visiting Angels, Dan Archer.
During the pandemic, the world flipped, and carers were finally recognised as “key workers.” Yet, for those who have needed care or witnessed carers in action, this has always been the case. Despite their crucial role, carers are often undervalued, underpaid, and not given the time or development they need to truly thrive in their roles. At Visiting Angels, we are determined to change this.
A Carer-First Approach
Our business is built on the foundation that nobody is more important than our carers. Unlike most homecare providers, we have turned the traditional business pyramid upside down. The ethos and vision of Visiting Angels are simple: our carers come first. I often tell anyone who will listen—whether it be managers, clients, or their families—that my carers are more important than my clients. Without dedicated and supported carers, there would be no quality care for clients.
This commitment to putting carers first isn’t just about ticking boxes; it’s about fostering a culture where people feel genuinely supported. When carers feel valued and have opportunities to grow, they stay—and that consistency benefits everyone involved. Our remarkable 9% staff turnover rate proves that prioritising carers leads to better outcomes, not just for our teams but also for the clients and their families.
Better retention means clients see the same carers regularly, allowing for consistency in care. This builds trust, strengthens relationships, and enhances the overall quality of care. When clients are visited by familiar faces who understand their needs, preferences, and routines, they feel more comfortable and secure, leading to a more positive care experience.
Supporting Those Who Dedicate Their Lives to Care
At Visiting Angels, we understand that carers give so much of themselves to others, and they need support too. That’s why we co-developed AngelCare with Psychiatric Consultant Ishbel Straker—an app designed to offer emotional, mental, and physical well-being support for our carers. All staff can access these free services at any time, including:
- Grief counselling to help process loss and difficult experiences.
- Talking therapy for mental health support and stress relief.
- Meditation and relaxation to promote mindfulness and overall well-being.
- Personal trainer and nutritionist services to help carers stay physically healthy, manage stress through exercise, and maintain a balanced diet—essential for those working long hours in demanding roles.
Personal Experience Driving Change
My passion for revolutionising homecare stems from personal experience. Before entering the care industry, I was unaware of the challenges within Adult Social Care—just like many others. My first real encounter with the system was through my Nan.
For the last few years of her life, my Nan suffered from arthritis in her spine, causing dizzy spells and light-headedness. A social worker recommended in-home care for her morning and evening routines. However, in the first eight weeks alone, 15 different carers cycled through our home. Though my Nan had a sense of humour about it—joking that she only knew she was receiving care when she saw the blue tabards—the instability was detrimental.
Due to the high turnover of staff, visit times were inconsistent. Breakfast calls often arrived at midday, forcing my Nan to get out of bed unsafely. Despite my complaints, nothing changed. Then, in February 2011, she suffered a serious fall, and we lost her. This painful experience exposed me to the worst aspects of homecare, fuelling my mission to create a better system.
The Proof Is in Retention
Visiting Angels’ carer-centric model has set a new standard for caregiver retention. We have improved our already impressive 12% turnover rate to an exceptionally low 9%. This achievement is even more remarkable when compared to Skills for Care’s latest 2024 data, which shows a national staff turnover rate of 29.3% for domiciliary care.
High turnover creates instability, undermining trust and continuity in care. But when carers stay, they form stronger relationships with clients, leading to improved care quality. Clients benefit from seeing familiar carers, having regular visits, and building genuine relationships. When carers truly understand a client’s needs and preferences, they can provide more personalised, compassionate, and effective care.
Our approach proves that investing in carers isn’t just the right thing to do—it’s a strategic decision that benefits everyone involved.
Setting a New Industry Standard
By challenging industry norms and proving that staff retention is achievable, Visiting Angels is setting a new benchmark for the care sector. Our philosophy is simple: when carers are empowered, the entire system thrives. This approach has also earned us industry recognition, most recently we were crowned the winner of the Best Employee Benefits Package at the prestigious Great British Workplace Wellbeing Awards.
My ethos doesn’t just stop at recognising Visiting Angels carers alone; I believe that all carers deserve praise and recognition. That’s why I founded Home Care’s Got Talent, a national talent contest exclusively for those working in homecare. In 2024, over 50,000 care workers were offered the chance to participate. Twelve competing businesses in the care sector—including Apollo Care, City & County Healthcare Group, Bluebird Care, Right at Home, Caremark, Walfinch, Radfield, Home Instead, and CCH Group—joined forces with us to get involved. This collaboration aligns some of the biggest names in care behind the Visiting Angels mission statement: Redefining the Role of Carers in Society.
Many businesses across various industries can learn from this model—treating staff well isn’t rocket science; it’s common sense. Developing skills, rewarding staff, and retaining the best talent should be a priority for every organisation. At Visiting Angels, we’ve shown that when you put carers first, success naturally follows.
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