Living wage has impact on care industry, research shows

-

stethoscope on blue background with space for simple text
Fears about the impact of the national living wage on social care businesses have been rejected by research suggesting it has had a positive effect on pay rates in the traditionally low-wage sector.

When the statutory minimum of £7.20 an hour for all workers aged 25 or over was announced – an increase of 50p on the previous floor – employers in social care warned that they would struggle to pay it on profit margins that were already low.

But a study published by the Resolution Foundation thinktank indicates that the move has had a favourable effect not only on care workers directly benefiting but also – and unexpectedly – on younger workers and on wage rates across the sector. The overall pay bill has risen by more than twice that needed to meet the new minimum alone.

Laura Gardiner, senior research and policy analyst at the foundation, said: “It is great news that the national living wage has had a large, positive impact on low pay in social care, giving hundreds of thousands of frontline care workers a pay rise, with no evidence of hours being cut to foot the bill.”

The study, based on pay data for 80,000 employees of more than 2,000 care providers, suggests that 57 percent of frontline workers (54 percent of all) have benefited directly from the £7.20 minimum with an average pay rise of 9.2 percent. This includes 83 percent of those aged under 25 who are now receiving £7.20 or more, even though it is not required by law.

HRreview Logo

Get our essential weekday HR news and updates.

This field is for validation purposes and should be left unchanged.
Keep up with the latest in HR...
This field is hidden when viewing the form
This field is hidden when viewing the form
Optin_date
This field is hidden when viewing the form

 

Noting that the overall pay bill has risen 6.9%, the study concludes that introduction of the national living wage is “undoubtedly correlated with an immediate and profound increase in pay in the sector”.

Rebecca joined the HRreview editorial team in January 2016. After graduating from the University of Sheffield Hallam in 2013 with a BA in English Literature, Rebecca has spent five years working in print and online journalism in Manchester and London. In the past she has been part of the editorial teams at Sleeper and Dezeen and has founded her own arts collective.

Latest news

Superdry co-founder’s victim warns workplace power can silence abuse victims

A survivor's account raises questions about speaking-up cultures and accountability in organisations.

UK’s always-on work culture ‘driving employee burnout’

Nearly half of UK workers say they end most working days mentally exhausted as rising workplace pressure leaves employees and managers struggling to switch off.

Andrew Murray on why no two days look alike

A people development leader shares how travel, training and a passion for helping others shape a working day with little room for routine.

Lucy Standing: Older workers are back in the centre of the hiring debate – ready to lead the response?

For HR leaders, the argument is simple: the people being filtered out of your hiring process are not past their best.
- Advertisement -

One in 10 women quit work after pregnancy loss, report finds

Research suggests inconsistent workplace support following pregnancy loss and maternity leave is contributing to resignations and poorer mental wellbeing.

Fear of becoming obsolete grips workers as AI reshapes careers

More than two in five workers worry their skills could become outdated as AI reshapes hiring demands and increases pressure to keep learning.

Must read

Andrew Sobel: HR’s role in building clients for life

Effective client relationships fundamentally determine the success or failure of any professional services firm or business-to-business company.  All this creates a new challenge for HR: how can you help the client relationship managers in your organisation to succeed?

John-Claude Hesketh: Recruiting and retaining talented leaders – now and in the future

Even senior executives need help in developing their talents.
- Advertisement -

You might also likeRELATED
Recommended to you