As recruitment and retention issues in the social care sector continue to grow, the need for novel approaches is becoming increasingly apparent. At Berkley Care Group, we are putting neurodiversity initiatives at the forefront of our methods – not only in hiring practices but in building a workplace culture that embraces ‘thinking differently’. The early signs as to its impact are encouraging.
The care sector has long grappled with recruitment challenges. Finding and keeping great people – those with the compassion, resilience and creativity necessary to deliver outstanding care – is not easy. Across the UK, the situation has become even more urgent. Our sector suffers one of the highest vacancy rates of any, with more than one hundred thousand positions left unfilled each year. Staff turnover remains stubbornly high, driven by a combination of challenging workplace cultures, stress, burnout, low pay and limited career development.
At the same time, though, demand for care is rising fast, fuelled by an ageing population and increasing complexity of needs. Given the current landscape, it is clear that conventional methods of recruiting and retaining staff are no longer sufficient. New approaches are desperately needed, including those that reach untapped talent and create workplaces where people want to stay. At Berkley Care Group, we believe that at least part of the solution lies in rethinking who we see as a ‘great candidate’ and how we support them once they join us.
One of the most important steps we are taking is embracing neurodiversity. That means broadening our understanding of what talent looks like by recognising that people process and express things differently, and in those differences lies real value. Doing so goes beyond introducing a new HR policy or a one-off training session. It is about seeing the strengths people bring precisely because they think differently and appreciating how those differences make our care homes and teams stronger, more innovative and more personal.
In an industry facing urgent staffing challenges, growing expectations and the need for more personalised care, welcoming neurodivergent talent is not just the right thing to do; it is something that genuinely strengthens our teams and the care we provide. In our own experience, the results speak for themselves.
Changing the way we work
We did not get here by accident. Early on, we realised that real change would need more than goodwill; it needed a structured, thoughtful approach. So, we began with a clear-eyed assessment of our current situation. We spent time building awareness across our teams, explaining what neurodiversity means and why it matters. We talked to people at every level: from senior leadership to front-line carers. We asked them about their experiences, their barriers and their ideas.
What we heard was striking: around 10% of our team had a formal diagnosis of a neurodivergent condition. In comparison, another 20% said they identified that way, even without a diagnosis. On top of that, 40% had a neurodivergent family member. These numbers brought home just how many people neurodiversity touches and why, therefore, this work matters to so many on a personal level.
We also benchmarked ourselves against broader industry practices to assess our standing. It quickly became clear that many of the systems we relied on, especially recruitment processes, unintentionally excluded talented people who may not fit a ‘conventional’ mould in our application structures. Traditional hiring methods tend to reward certain styles of communication and behaviour, overlooking candidates who might think differently, process information differently or approach problems in non-standard ways.
Rethinking the system
Rather than tweaking around the edges, we decided to rethink the system. Now candidates can apply in ways that feel most natural to them, whether through video introductions or written submissions. Interview questions are shared in advance, removing the expectation of on-the-spot performance. We have also introduced walking interviews, allowing candidates to showcase their skills and personalities in a more relaxed setting. These are practical, cost-free ways that we have amended our processes to accommodate those with neurodiverse traits more effectively. None of these changes compromises on quality. They simply recognise that ability does not always present itself in the same way and that a rigid, one-size-fits-all process can miss out on incredible potential. We find that these reforms enable candidates to show their best selves.
Seeing the strengths
What we have discovered is that welcoming neurodivergent employees into our teams has benefits that extend far beyond ticking an inclusion box. People who think differently bring fresh perspectives. They often spot details others miss. They find creative solutions to everyday problems. We have also found that, in many cases, our neurodiverse employees have unique ways of connecting with residents, noticing subtle changes in behaviour or mood that others might overlook. In care, these are not small advantages. They can lead to better safety, stronger relationships and improved outcomes for the people we support.
At Berkley, we have seen team members thrive when given the right environment. Some excel at remembering complex information about residents’ needs and preferences. Others bring hyper-focus and consistency to tasks that require absolute attention to detail. Others bring empathy and understanding that help neurodivergent residents feel seen and supported in ways they may never have before. When teams comprise individuals with diverse cognitive styles, everyone benefits. Decision-making becomes more balanced. Problem-solving becomes more creative. And the care we deliver is responsive, impactful and genuine.
Creating a culture of belonging
The changes we have made to recruitment are only one part of a bigger shift. What matters even more is building a workplace culture where everyone feels respected, supported and able to be themselves. With almost one third of carers blaming ‘poor workplace communication or culture’ for leaving the sector, it is abundantly clear that getting both right is essential. That means training teams to understand neurodiversity – not just theoretically but in practical, everyday terms. It means normalising adjustments, from flexible communication styles to sensory-friendly workspaces. And it means creating a culture where asking for support is not seen as a weakness, but as a smart and responsible thing to do.
Across Berkley, we have established neurodiversity leads who act as the go-to person to answer questions, offer guidance and lead our care home teams through training processes. Leading initiatives in our homes are often employees who have their own personal experiences with neurodiversity – in their families, among their friends or otherwise in their daily lives. Each individual offers insight and lessons that have real influence. When people feel safe and valued at work, they stay. They grow. They invest their energy and creativity into the team. That is why focusing on neurodiversity has become a key part of our strategy for improving retention and building stronger teams.
We have already seen results. As a whole, we are seeing a decrease in our vacancy rates and an increase in our retention rates. We are also, perhaps most significantly, seeing team members’ satisfaction climbing. And our reputation as an employer of choice is growing, helping us attract even more brilliant people who want to work somewhere they will be understood, not just tolerated.
Raising standards across the sector
We know there is still much more to do. But our ambition is clear: we do not want to meet minimum expectations. We want to raise the bar for what inclusive care looks like, both for our residents and our team members. When we commit to understanding and supporting neurodiversity among our teams, we also become better at supporting neurodivergent residents – and their families. We deliver more person-centred care, rooted in respect for individual needs, communication styles and life experiences. That is the future we want to help build: one where care homes are places of genuine understanding, not conformity; where difference is valued, not smoothed over.
In the care sector, where pressures are intense and the stakes are high, it is easy to fall back on what is familiar. But if we want to deliver truly excellent care – the type of care we would want for our own family members – we have to embrace the richness that comes from having different minds, different perspectives and different strengths at the table. Neurodiversity is not a side project for us at Berkley. It is central to our vision for a better, stronger and more compassionate care sector.
The invitation
While we are enormously proud of the progress we have made, we know we cannot do it alone. The more care providers who embrace neurodiversity as a core strength, the better the whole sector will become. It is not always easy. It requires time, openness and a willingness to change how things have ‘always been done’. But the rewards for teams, for residents and for the wider community are profound. Our invitation is simple: join us. Rethink your hiring processes. Listen to your teams. Learn from the strengths that neurodivergent people bring. Build cultures where everyone has the chance to succeed. Because when we do, we do not just create better workplaces; we create better care. And that is something everyone deserves.
What steps have you taken to incorporate neurodiversity into your recruitment process? Leave a comment on this feature or join the conversation to share your thoughts.
Leah-Marie Smith is Co-Owner and Chief People Officer at Berkley Care Group. Email: [email protected] LinkedIn: @Leah-Marie Smith