Helping Hands Lutterworth

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.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 70 (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 using the service told us staff were kind and patient. One person said, “They are very kind and do everything at my pace.” Relatives also spoke positively about the caring approach. One relative said staff were “Kind, caring, friendly and this is beyond just a job for them.” Another relative described how, after a minor fall, the provider contacted them several times to check on their family member’s wellbeing, which they said made the service feel “personal” and showed staff genuinely cared.

Staff spoke about what being caring meant to them and how they demonstrated this in their daily practice. One staff member told us that being caring meant “Being trusted, reliable, kind and going the extra mile.” They explained they treated everyone equally, encouraging people to go out more, take part in crafts and try different activities to support their wellbeing.

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.

People and relatives told us staff understood them well and provided care that reflected their personal histories, preferences and routines. One person said, “They know my history by and large,” and another told us staff supported them to go out for activities they enjoyed. Relatives said staff treated people as individuals, responding patiently when they were distressed and using their personal interests, such as favourite hobbies, to guide care.

Staff described how they built relationships by taking time to understand each person. One staff member told us it was “About finding common ground that’s how your relationship is stronger.” They explained, “The first thing I do before anything is sit and talk for five minutes try and make them smile and laugh.” They also highlighted the importance of supporting what mattered to people, saying, “I have one client I take to church every Sunday, it’s important to them.”

The registered manager gave examples of how the service supported people in ways that reflected what mattered to them. Staff recently helped a person take part in a community event celebrating their [Relative’s] artwork, which was important to them and their family. Another person regularly visited the office to collect their rota and maintain social contact. The service had previously involved them in a recruitment event and recognised their long‑term involvement with a certificate.

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

People told us staff supported them to remain as independent as possible. One person said staff “do everything that I ask” while still encouraging them to do what they could for themselves. Another told us, “I can dress myself, but they help if needed.” Relatives also said staff promoted independence, offered prompts with daily tasks, and involved people in decisions about their care.

Staff we spoke to confirmed this. One staff member said they “take a step back and encourage people to do as much as they can themselves,” adding that this helped build confidence. They said supporting independence was important, noting even small achievements could boost morale and people “Get stronger and stronger if they do things themselves.”

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,concernor distress.

A relative told us staff responded quickly when their family member became unwell, including calling an ambulance when needed. They said having the service in place relieved pressure and ensured their family member received timely support.

Staff were observant and responsive to changes in people’s health. One staff member described recognising early signs a person was becoming unwelland appearing “not themselves.” They reported these concernsimmediately, andadditionalsupport was arranged to meet the person’s needs. A relative confirmed this responsive approach and told us they were working with the local authority to secure further support.

The provider did not always care about and promote the wellbeing of their staff.

The majority of staff we spoke with told us over the last 6 months staffing pressures were significantly affecting their wellbeing and work–life balance. They described unpredictable rotas, long split shifts and frequent last‑minute changes, with one staff member saying they often did not know “From one week to the next” what hours they would be working. Staff said visits were regularly added at short notice, including during breaks, with one explaining they had been told, “I had a call in 15 minutes while I was on my lunch – it happens all the time.”

Staff told us this lack of stability left them feeling exhausted and overwhelmed. One described feeling “mentally exhausted” and going home “ready to burst into tears.” Others highlighted the strain of extensive travel between distant locations, saying they could wake up to find a call “40 minutes away with no warning,” and described the daily travel demands as unmanageable.

Several staff said they felt pressured to pick up additional shifts, including on days off, with one reporting they received calls “pretty much every Saturday” asking them to work and felt “guilty not answering.” Others said the volume of calls and messages from the office and out‑of‑hours team was “draining” and made it difficult to switch off.

Staff also told us annual leave was difficult to secure due to shortages, with one saying requests were “Constantly knocked back because there aren’t enough staff to cover.” Another said morale had declined, commenting, “We’re all exhausted – things just haven’t got better.” Some staff said they had raised concerns about rotas and leave but felt “not listened to,” adding that despite multiple discussions, “nothing seems to register.” We have discussed this further in the Well-Led section.

The registered manager told us travel time had been discussed with staff and they were encouraged to raise concerns. They said last‑minute changes were usually due to unexpected absence and increased travel pressures linked to sickness. They were not fully aware of the wellbeing concerns raised but planned to introduce wellbeing initiatives. Recent team meetings had included open forums for staff to discuss issues such as travel and late changes. The registered manager acknowledged some concerns may not have been escalated to them and said they would review assurance processes.

Staff received recognition for long service, including certificates and small gifts. Staff also had access to an early‑pay system, allowing them to view their earnings and withdraw a portion of their accrued pay if needed.