Poor recruitment and retention rates continue to place significant pressure on care providers. We sat down with luxury care provider, Berkley Care Group’s Paul Brady and Laura Purvis to learn more about how they are implementing neurodiverse-friendly recruitment strategies and job adaptation to bolster recruitment efforts.
Developing an inclusive workforce
With more than 1,100 team members across 12 homes, Berkley Care Group is a firm believer in the benefits of encouraging diversity within its teams. Its latest initiative, a neurodiversity training programme, works to provide an inclusive setting where both neurodivergent residents and staff are appreciated and supported. In partnership with neurodiversity expert Theo Smith, this programme is already beginning to yield results.
The group’s People Resourcing Director, Laura Purvis, says, "We recognise that neurodivergent employees bring distinctive strengths to our organisation, whatever that may be – logical thinking, reliability, or the ability to approach problems from a unique perspective. By making sure everyone feels comfortable and at ease, we are not only supporting our staff but also making sure that we are positioned to provide the highest quality care to our residents."
Retention and recruitment
Working alongside Laura to drive the initiative is Operations Director, Paul Brady. They are both of the view that promoting awareness of neurodiversity is a great measure to reduce stigma and cultivate a more compassionate work culture where employees feel valued and empowered.
"We have found that neurodiversity awareness and training initiatives are great ways to improve retention," explains Brady. "If our staff feel respected and understood by management and colleagues, they are more likely to be committed to their job. They’re more likely to enjoy not just what they do, but the environment in which they work. We already have some indication that our strategy is working with some homes reporting increased staff satisfaction and reduced turnover."
Berkley is also adapting its recruitment processes, aimed at ensuring talented individuals are not overlooked by ‘traditional’ hiring methods – which often do not accommodate diverse ways of approaching tasks.
"Traditional recruitment processes can be stressful and put neurodivergent candidates at a disadvantage", says Purvis. "Simple changes, like sharing our interview questions in advance or adjusting the setting, can make a huge difference. Some people feel more at ease walking around the home while talking, rather than sitting in a formal interview room. It is about making sure we don't miss out on excellent candidates just because the traditional process doesn’t work for them."
Strengthening market presence
Berkley's work in this area is undoubtedly having an impact. The organisation has been certified as a UK Top Employer for the second consecutive year, an award that recognises organisations’ “commitment to fostering outstanding HR strategies and people practices”.
"Being a Top Employer is a testament to the effort we've made to develop a supportive workplace culture ", Purvis says. "It also makes us more attractive to the best people in a very competitive field and allows us to differentiate ourselves from other care providers."
Brady goes on, "When prospective employees see that we have a genuine commitment to neurodiversity awareness, it communicates that we really care about our teams’ wellbeing. That differentiation positions us as an employer of choice and ultimately enables us to establish a stronger, more engaged workforce."
Operational efficiency
Berkley's neurodiversity training and awareness programmes extend beyond care staff; home managers and the senior leadership team are included as well.
As this becomes increasingly well known throughout the care group, Berkley is starting to notice the advantages of having neurodiverse employees in the workforce. "We’ve seen hard working team members shine in many areas. For example, some of our neurodiverse employees have fantastic attention to detail and excel at retaining complex information about our residents’ needs,” says Brady. “Having diversity of thought within teams is genuinely invaluable, particularly in a field where the ability to think on your feet and make speedy decisions is so important.”
“Our intention is to build a culture where everybody can succeed”, Purvis adds. “When people are comfortable and supported by their team members, it lifts the entire team up. And, ultimately, that means better care for our residents.”
Beyond regulatory compliance
While many care providers focus on meeting Care Quality Commission’s (CQC) compliance requirements, Berkley Care Group is taking steps to go above and beyond by embedding neurodiversity into its approach to care. The CQC’s Right Support, Right Care, Right Culture model highlights the importance of inclusive care, and Berkley is working to make neurodiversity a core part of its practice.
“We don’t just want to tick a box when it comes to regulations – we want to lead the way in creating a more inclusive care culture,” says Purvis. “By making neurodiversity a key focus, we hope to set a higher standard for the sector as a whole.”
Brady adds that this approach benefits not just the team but also the residents. “Some of our residents are even neurodivergent themselves, so having carers that understand their unique needs means they are getting better, person-centred care.”
An ongoing commitment
Both tell me that Berkley are actively rolling the training programme out across all 12 of their homes and putting dedicated neurodiversity leads in place to drive the initiative forward.
“This isn’t just a one-off initiative. We want to make real, lasting change,” says Purvis. “We’re making sure that every new employee, from carer to manager, is given the necessary insights and training from day one. The more awareness we build, the more confident our teams will be in supporting each other and our residents.”
Brady adds, “Having dedicated neurodiversity leads in our homes means this isn’t just something we talk about – it’s something we put into practice every day. Whether it’s changing how we communicate or making small changes to the way we work, the programme aims to make sure everyone feels a sense of belonging.”
By making neurodiversity awareness a key part of their care operations, Berkley is demonstrating the potential it offers to improve both workforce stability and care quality. As the initiative progresses, it continues to shape a more supportive and effective working environment.
