A recruiter’s honest view on reform, Family Help and workforce reality

Social Care reform is no longer something on the horizon. It is already happening and in 2026 it will have a very real impact on how permanent Social Workers are recruited, retained and developed across England.

With the Department for Education reforms continuing to roll out and the Family Help model being adopted by more and more local authorities, the way councils build and sustain their workforce is changing. From a permanent recruitment perspective, there will be clear positives, but also some significant challenges that need to be acknowledged openly.

This blog looks at what 2026 is likely to bring and what it genuinely means for councils, recruiters and Social Workers themselves.

The Direction of Travel Is Clear

The overall aim of reform is stability.

Less reliance on agency staffing.
More focus on permanent teams.
Earlier intervention through Family Help services.
Better outcomes through continuity and integrated working.

From a policy point of view, this makes sense. High agency spend, constant churn and reactive crisis based practice have not delivered the outcomes the sector wants.

From a recruitment point of view, however, reform changes the rules of the game.

The Positives for Permanent Recruitment

Increased Demand for Permanent Social Workers

As councils reduce agency reliance and tighten agency rules, permanent recruitment will naturally increase.

We are already seeing this shift. Councils are being pushed to invest more heavily in substantive roles to build long term stability rather than short term cover. In 2026, permanent vacancies are likely to remain high, particularly in children’s services, early help, safeguarding and integrated Family Help teams. For permanent recruiters, this creates consistent demand. For candidates, it opens up more long term opportunities.

Stronger Focus on Retention and Career Pathways

Reform places greater emphasis on workforce development, progression and support. This should lead to:

Clearer career pathways.
More investment in training and supervision.
Greater emphasis on team stability.

In theory, this makes permanent roles more attractive, particularly for experienced Social Workers who are looking for security, development and balance rather than constant movement.

Broader, More Holistic Roles

The Family Help model is changing the nature of frontline work.

Social Workers are increasingly expected to work alongside early help, health, education and other partners in a more preventative and family focused way. This can be a positive shift for practitioners who want to work earlier, collaboratively and with more scope to influence outcomes.

For recruitment, this creates new types of roles and opportunities, particularly for practitioners with strengths in family support, systems practice and integrated working.

The Challenges We Cannot Ignore

Permanent Recruitment Processes Are Still Too Slow

One of the biggest risks going into 2026 is that recruitment processes do not evolve alongside reform.

Many permanent hiring processes remain slow, bureaucratic and rigid. If councils increase permanent vacancies but do not speed up shortlisting, interviews and decision making, they will still lose strong candidates.

Reform does not fix recruitment delays.
Speed, communication and engagement still matter.

Rising Expectations Without Matching Support

As Family Help models roll out, job roles are expanding.

Social Workers are expected to manage broader responsibilities, work across systems and adapt to new models of practice. If expectations rise without the right caseload management, supervision and resourcing, permanent staff may feel increased pressure.

From a recruitment perspective, this can make roles harder to sell if the reality on the ground does not match the job description.

Stability cannot come at the cost of burnout.

A More Restricted Agency Market Has Knock On Effects

Agency restrictions may reduce churn, but they also reduce flexibility.

Some experienced Social Workers have relied on agency work for autonomy, pay or work life balance. As agency routes tighten, not all of those practitioners will move smoothly into permanent roles.

This could temporarily shrink the available candidate pool and make permanent recruitment more competitive, particularly if councils are competing for the same experienced people.

Not All Recruiters Are Equipped for This Shift

Permanent recruitment under reform is more complex.

It requires deeper candidate conversations.
Understanding of changing practice models.
Honest expectation management.
Longer term engagement.

Recruiters who primarily operate in volume-driven agency markets may struggle to adapt. Permanent recruitment cannot be treated as an add on to locum supply.

For councils, choosing the right recruitment partners will matter more than ever.

What This Means in Reality for 2026

For councils:
Permanent recruitment needs to be treated as a strategic function, not a reactive one. Faster processes, clearer messaging and better partnerships will be critical.

For recruiters:
Those who understand reform, Family Help models and permanent candidate behaviour will add real value. Those who do not will be left behind.

For Social Workers:
There will be more permanent opportunities, but also more complex roles. Choosing the right organisation and support structure will matter just as much as the role itself.

A Recruiter’s Honest Assessment

Social Care reform is pushing the sector toward stability, and that is a positive goal.

But stability will not come simply from reducing agency spend or increasing permanent posts. It will come from how those roles are designed, supported and recruited into.

In 2026, permanent recruitment will sit at the centre of workforce strategy. When done properly, it can deliver continuity, quality and better outcomes. When done poorly, it risks frustration, attrition and missed opportunity.