25 March 2026
caring for the carers: tackling the mental health crisis in the care sector
Care work is built on compassion, patience and emotional resilience. Every day, care professionals support residents and families through complex, and often deeply personal, situations. But, whilst this work is incredibly meaningful, new research shows the emotional demands of the role are having a significant impact on the workforce.
Our survey of 410 UK care workers, completed in partnership with Care England, found that half of respondents said the emotional demands of their job have affected their mental health. Among those who have worked in the sector for between three and ten years, this rises to 60% — suggesting that emotional strain can build over time if the right support is not in place.
why emotional strain is growing in care roles
Care environments are fast-paced and emotionally intense. Staff are not only responsible for physical care, but also for providing reassurance, empathy and support to residents and their families. Over time, these responsibilities can take a toll — particularly when teams are stretched or feel they lack structured support.
Despite the pressures, only 26% of respondents strongly agreed that their organisation provides adequate support to manage the emotional challenges of the role. Emotional support also ranked among the top priorities for 40% of those surveyed, highlighting how important this issue has become across the sector.
When mental wellbeing is not addressed, it can lead to burnout, reduced motivation, and, ultimately, staff leaving the profession — an outcome the sector can ill afford.
how leading care organisations are responding
Encouragingly, some care providers are already taking meaningful steps to support their teams. Organisations are recognising that supporting mental wellbeing must be an active and visible part of workplace culture, rather than a policy that sits in the background.
Majesticare
At Majesticare, wellbeing has become a core focus.
“We have implemented mental health first aiders within the organisation, ensuring that we have a first aider on every site, and that there is at least one on every shift. We also rolled out wellbeing action plans, which start at the home level, so staff can work with their line manager or a designated wellbeing leader to create a plan that meets their individual needs.
We’ve seen real success with our ‘team talk time’ sessions, where someone from the wellbeing team visits homes so staff can raise any issues or just vent. Mental health and motivation are central to what we do, and we try to address both through these initiatives. Time is required upfront to get them off the ground, but the goal is to make them manageable and viable long-term so that our teams really get involved in them.”
- Angela Boxall, CEO at Majesticare and Chair of Care England
National Care Group
Meanwhile, National Care Group has embedded wellbeing directly into everyday management practices.
“Supporting colleague wellbeing and mental resilience is an important aspect of our wellbeing strategy. We have built our supervision and appraisal conversations around having a meaningful conversation. Wellbeing is the first conversation topic for these structured, quarterly conversations and allow managers to have an open conversation around health, wellbeing, performance and professional/career development.
Based on our most recent engagement survey at NCG, 85% of respondents agreed/strongly agreed that they felt appreciated at work and that their suggestions count. However, this is always an area where we can do more either internally as an employer or externally by promoting the many positive stories we have of the great support we provide for those who use our services.”
- Claire Leake, Chief of People at National Care Group
practical initiatives other care providers can implement
The experiences of these organisations highlight that improving mental wellbeing support does not necessarily require large-scale changes. Instead, it often begins with consistent communication, visible leadership and practical systems that encourage open dialogue.
Based on insights from the research and sector examples, several initiatives can make a measurable difference:
why supporting mental wellbeing improves retention
Mental wellbeing is closely linked to motivation and long-term career satisfaction in care. When staff feel emotionally supported, they are more likely to stay in their roles, develop within the organisation, and continue building relationships with residents and colleagues.
The research shows that emotional support is not just a wellbeing initiative — it is a workforce strategy. In a sector where retention is a major challenge, organisations that invest in supporting their teams are more likely to build stable, engaged workforces.
Ultimately, caring for the carers is essential to the future of care itself. By prioritising mental wellbeing, encouraging open conversations, and learning from organisations already leading the way, the sector can create environments where care professionals feel able to thrive — not just cope — in the vital work they do every day.
continue the conversation with alsico
Supporting mental wellbeing in care is an ongoing journey — and it starts with listening to the people delivering care every day. The insights in this research are designed to help care providers understand where challenges exist and where practical improvements can make a real difference for their teams.
At alsico, we work closely with care organisations across the UK to better understand workforce needs, share sector insights and design care home uniforms that support comfort, confidence, and wellbeing at work.
Explore the full research and discover how small, meaningful changes can help strengthen and support your care workforce.
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