Essential Homecare Ltd

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 80 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People and relatives told us staff treated them with kindness and compassion. One person said staff were, “Very respectful towards everyone” and… “amazing,” A relative described the difference after moving from their previous agency, stating, “It has opened up a new world for me and dad. They are 100% the best carers. It gives me confidence to know he is getting the very best care, always on time and always with people he knows.”

People and relatives confirmed staff were respectful, understood their needs and knew their personal histories, including background and family relationships. Staff were able to describe how they supported people in detail. Relatives valued being able to access the secure electronic care planning app, which allowed them to see which staff had attended and the care interventions provided

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Care records captured people’s past histories, including where they grew up, their family life and employment background, and staff used this information to build relationships and promote effective communication. Personal preferences were clearly recorded, such as preferred gender of carer,alongside strategies to support communication tailored to each person’s needs.

Records showed whether people required information in alternative formats, such as large print, and staff were aware of who needed support with hearing, including those who used or required hearing aids.

Staff told us when getting to know people, they communicated slowly, clearly, and used short sentences. They used hand gestures, facial expressions, or if available a wipe board or pictures.”

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported to remain as independent as possible. The provider recognised 1 person felt upset about no longer being able to complete certain tasks themselves, and staff responded by gently prompting and encouraging them to do more, helping them retain their independence and confidence.

People and relatives praised staff for the way they promoted independence, particularly during personal care. Feedback described how staff took time to talk, explain each step and were patient and kind, helping people feel respected and involved. Relatives also told us they felt supported by the provider and staff team. One relative explained the provider had introduced a simple but effective communication system that gave them peace of mind while at work: a whiteboard was used to record essential tasks each day, which care workers then completed and responded to with messages of their own. This ensured everyone remained informed and involved in the person’s care. One essential task recorded daily was to make sure the person had their TV on and the remote control by their side, demonstrating how staff tailored support to individual preferences and routines.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff responded promptly to people’s immediate needs and ensured support was provided without delay. People and relatives told us staff were attentive, patient and quick to act when needs changed, helping people feel safe and well cared for. Care records guided staff to recognise early signs of deterioration, such as changes in breathing, colour, mobility or mood and staff were confident in escalating concerns to leaders, families or external professionals.

People and relatives described how staff explained what they were doing, offered reassurance and adapted their approach when someone required urgent help. A staff member told us, “Every person we visit is different so I would use a person-centred approach to each individual, depending on their needs and like and dislikes. Before meeting the person, I would familiarise with their care plan to understand them more.”

The provider always cared about and promoted the well-being of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The provider demonstrated an exceptional commitment to workforce well-being, emotional resilience and professional enablement,creating a culture where staff felt valued, supported and equipped to thrive in their roles. In addition to structured training, supervision and practical support, the organisation invested in confidential therapeutic servicesfor staff, offering personalised emotional and psychological support tailored to individual needs.

Over the past two years, staff had access to integrative therapeutic interventions delivered by an external practitioner, including psychotherapy, clinical hypnotherapy and other evidence‑based techniques. This support helped staff manage stress, anxiety and work‑related pressures, build confidence and self‑belief, improve motivation and resilience, and develop coping strategies to enhance both personal wellbeing and professional performance. Staff were also supported with specific challenges such as driving tests and role‑related confidence issues demonstrating a highly personalised and responsive approach to wellbeing.

The therapist reported the organisation showed a genuine and sustained commitmentto investing in staff wellbeing, recognising emotionally resilient staff contributed to safer care, better decision‑making and a more supportive working environment. Individuals receiving support described feeling calmer, more confident and better equipped to fulfil their roles, with improvements extending beyond work into their personal lives. This reflected a culture where staff were seen, heard and supported as whole people, not just employees.