In the care sector, women make up the majority of the workforce, with 79% of the industry’s employees being female, according to Skills for Care. Despite this, research from the BMJ reveals that women only hold 25% of leadership positions, revealing a disparity that we, as leaders in the sector, should work to address.
Five women in our senior leadership team at Promedica24 have taken this particularly seriously, and female leadership has become a fundamental element of our success. We recognise that women are not just employees – they are leaders, innovators and changemakers. Our senior leadership team reflects this commitment, with women making up 50% of the senior leadership team and 100% of the management team.
Creating career pathways for women
We understand that career progression is crucial for fostering female leadership. That is why we have put clear pathways in place to help women advance. From internal promotions to professional development programmes, women are given the tools and opportunities to excel.
I started working at Promedica24 as a Care Manager before being appointed as Head of Care. I completed my Level 7 qualification in leadership in care last year, and Care Managers are encouraged to complete qualifications which will help them to progress to a Registered Manager role and beyond.
Katarzyna Twardowska began her career at Promedica24 as a Team Leader and Operational Manager, before being appointed as Executive/HR Director. She is responsible for operations, HR, data protection and administration. Helen Openshaw, who is a Registered Manager and Team Leader in Promedica24’s North Yorkshire and Lancashire region, was internally promoted from Care Manager in 2020.
Gillian Louggar joined Promedica24 four years ago as a Care Manager. With the help of the company’s commitment to professional development, she earned her Level 5 qualification and progressed to Registered Manager, where she now runs the domiciliary care branch in Promedica24’s Bournemouth, Christchurch and Poole region. Similar qualifications and project management courses are available for all staff and are offered every quarter, with budget for courses provided.
Providing training opportunities ensures that women have the confidence to step into leadership roles. Training should not only be encouraged, but time carved out for employees to carry out training and complete courses. From our experience, we have found that our commitment to development and inclusivity is not just beneficial for individual women – it helps foster a culture where growth is prioritised, and everyone has the opportunity to succeed.
The power of representation
Representation in leadership matters. When women see other women in senior roles, it reinforces the belief that they too can achieve similar success. Emma Podgers joined our team at the beginning of this year, and we ensured that she felt empowered and supported during the interview process. This approach fosters a more inclusive atmosphere where women can see firsthand that their leadership potential is recognised and valued. It also promotes a culture of mentorship and solidarity, where women in senior positions actively champion the growth and development of the next generation of female leaders.
The benefits of female leadership extend beyond simply promoting gender equality. It directly impacts the quality of care delivered. A leadership team that reflects the workforce helps create more compassionate, person-centred decision-making, ensuring that the diverse needs of both staff and service users are met.
Inclusive leadership and gender equality
We are committed to creating a work environment where all employees feel valued and supported. This is reflected in our workplace initiatives, including a flexible working model and a menopause policy to support women at all stages of their careers. The flexible working policy, which includes remote work options and adaptability for caregivers, is essential for creating an environment where women feel valued not just as employees but as whole people. This approach also goes above and beyond for women returning from maternity leave, offering additional support to ensure a smooth transition back to work.
Whether it is through flexible hours, part-time options or tailored reintegration plans, we prioritise work-life balance and support employees as they navigate both their professional and personal responsibilities. This commitment to understanding and accommodating women’s needs contributes to employee retention, particularly as it ensures that women are able to balance work with family and caregiving responsibilities.
We introduced a menopause policy in 2022, and this is another key step toward ensuring that women’s specific health needs are acknowledged and supported in the workplace. With an action plan in place for managers to support team members experiencing menopause symptoms, the company is setting a standard for how to handle women’s health issues with respect and care. By providing support for menopausal employees, companies can retain experienced and valuable workers who might otherwise leave due to difficulties managing their symptoms. Indeed, when women feel supported and able to manage their symptoms, their overall wellbeing and work performance will improve.
We are also dedicated to providing support and regular wellbeing calls for employees, ensuring that it is easy for them to give feedback on their experience to allow them to address any concerns promptly. It is crucial for staff to know that they can rely on a strong support system – from HR and Care Managers to senior leadership – to help guide them through what can at times be a challenging role. Our Employee Assistance Programme also supports staff with their emotional, financial, physical and mental wellbeing, and offers both counselling and legal support.
These initiatives demonstrate our commitment to supporting our female employees, which in turn improves retention rates and attracts more women to apply for senior leadership roles. It is initiatives such as these that initially attracted Registered Manager Emma Podgers to the company, illustrating the importance of support-centred initiatives to boost recruitment and retention.
The impact of female-led leadership on social care
The leadership journeys of Katarzyna Twardowska, Gillian Louggar and Helen Openshaw in particular show how our commitment to internal promotion and career development has created a strong culture of female leadership. These individuals have worked their way up within the company, gaining valuable experience and providing a roadmap for future female leaders in the sector.
The benefits of female-led leadership go beyond gender equality. Research consistently shows that female-led teams tend to prioritise empathy, collaboration and holistic problem-solving – all qualities that are essential in social care. By fostering an inclusive and compassionate workforce, our female leaders help create policies that improve employee wellbeing and job satisfaction, which, in turn, leads to better care outcomes for clients.
Furthermore, female leaders are championing policies that prioritise person-centred care, advocate for better funding models and drive long-term workforce planning. Their efforts are helping to shape a future where care services are not only more inclusive but also more innovative, as women-led organisations often lead the way in adopting new approaches, such as digital health tools and community-based care models.
A sector blueprint
We hope that Promedica24’s success in fostering female leadership can offer a blueprint for other care providers looking to replicate our achievements.
Here are five key strategies for creating a more inclusive and supportive environment for women:
- Create clear career pathways: Establish structured career development programmes that support women from entry-level roles to senior positions.
- Implement flexible leadership models: Offer part-time leadership roles, job-sharing opportunities and remote work options to accommodate diverse lifestyles and caregiving responsibilities.
- Foster an inclusive culture: Address unconscious bias through training and ensure that leadership opportunities are accessible to women at all levels.
- Encourage policy advocacy: Support female leaders in advocating for policies that improve working conditions, funding and service delivery in the care sector.
- Celebrate and promote female leadership: Highlight and celebrate the achievements of women in leadership to inspire others and normalise female representation at the highest levels.
Continuous improvement
Commitment to supporting female leadership is not just about gender equality – it is about ensuring the future of social care is inclusive, compassionate and innovative. Our leadership model demonstrates that, when given the right opportunities and support, meaningful change and progress can be driven forward.
By investing in professional development and workplace policies that prioritise inclusivity, Promedica24 is setting a new standard for the care sector. As the industry evolves, the role of female leaders will be critical in shaping a care sector that is more diverse, resilient and effective. We are proud to lead this change, proving that when women lead, care excels.
What proactive steps has your organisation taken to support female leadership? Leave a comment on this feature or join the conversation to share your thoughts.
Tina Benson is Head of Care at Promedica24. Email: [email protected] X @Promedica24uk