Addressing the workforce crisis in (rural) social care: A scoping review

• Published in: The International journal of health planning and management 2024-05, Vol.39 (3), p.806-823
• Main Authors: Carson, Dean B., Johansson, Albert Brunet, Schaumberg, Mia, Hurtig, Anna‐Karin
• Format: Article
• Language: English
• Subjects: Crises; Health Workforce; Humans; Innovations; Labor shortages; Personnel Selection; Recruitment; recruitment and retention; Reviews; Rural areas; Rural communities; Rural Health Services - organization & administration; rural social care; Scarcity; Shortages; social care workforce; Social services; Social systems; Social Work - organization & administration; Strategies; Workforce
• ISSN: 0749-6753; 1099-1751; 1099-1751
• DOI: 10.1002/hpm.3774

Background This scoping review identifies strategies potentially addressing the ‘workforce crisis’ in rural social care. The increasing global demand for social care has been coupled with widely recognised challenges in recruiting and retaining sufficient staff to provide this care. While the social care workforce crisis is a global phenomenon, it is particularly acute in rural areas. Methods The review identified 75 papers which (i) had been published since 2017, (ii) were peer reviewed, (iii) concerned social care, (iv) were relevant to rural settings, (v) referenced workforce shortages, and (vi) made recommendations for ways to address those shortages. Thematic synthesis was used to derive three analytical themes with a combined 17 sub‐themes applying to recommended strategies and evidence supporting those strategies. Results The most common strategies for addressing social care workforce shortages were to improve recruitment and retention (‘recruit and retain’) processes without materially changing the workforce composition or service models. Further strategies involved ‘revitalising’ the social care workforce through redeploying existing staff or identifying new sources of labour. A small number of strategies involved ‘re‐thinking’ social care service models more fundamentally. Very few papers specifically considered how these strategies might apply to rural contexts, and evidence for the effectiveness of strategies was sparse. Conclusion The review identifies a significant gap in the literature in relation to workforce innovation and placed‐based studies in rural social care systems. It is unlikely that the social care workforce crisis can be addressed through continuing attempts to recruit and retain workers within existing service models. Highlights Understanding ‘what works’ is essential to inform future policy decisions. Literature recommends new recruitment, staff retention and reorganising tasks. Recommended solutions lack evidence; perhaps new service models are required? Concerted effort to build evidence relevant to rural social care is needed.