Across the UK and globally, workforce shortages are leaving services stretched, waiting lists growing, and experienced clinicians burning out under unsustainable pressures.
As services struggle to meet demand, we asked NR Times members working across the neurorehabilitation sector to share their insights on a single, vital question:
What is the most effective way the neurorehabilitation sector can attract and retain skilled clinicians in the face of workforce shortages?
Here’s what they had to say.
Natalie Mackenzie, director, BIS Services
To attract and retain skilled clinicians, the neurorehabilitation sector must address the growing complexity of client needs and compliance systems, which is placing increasingly significant demands on professionals.
Providing extensive and appropriate support structures, such as increased clinical and peer supervision, mental health resources, and manageable caseloads, is essential to prevent burnout.
Organisations should invest in ongoing training and professional development to equip clinicians to handle complex cases confidently.
Streamlining compliance processes and offering administrative support can reduce the burden on clinicians, allowing them to focus on client care.
Promoting the rewarding nature of neurorehabilitation and creating clear career progression pathways can attract new talent.
Collaboration across multidisciplinary teams to share expertise and manage challenges collectively also enhances clinician support.
To attract clinicians and/or any other professionals into the healthcare sector, particularly neurorehab (ABI & SCI) the organisation reputation plays a big part with regards to decision making.
Dr Pedro Areias Grilo, clinical head at Richardson Care and consultant clinical psychologist in adult neuropsychology
If the organisation is able to offer and/or has a proven track of giving opportunities for professional growth (e.g. training, mentorship), makes resources available to the professionals to be able to care for patients (e.g. human resources, facilities, training), empowers and trusts professionals to problem solve. it is likely that a clinician will feel attracted to the role.
Also, open communication with senior leadership teams, feeling safe and listened to, in order to share views about influencing change/shifts (clinically and operationally) within the organisations.
Clinicians are likely to be inclined and motivated to contribute to quality improvement, innovation in care delivery and re-design of services.
Career progression is also important.
When I am interviewing for roles within the NHS one of the main themes candidates ask during their interviews is about career progression.
Clinicians want to evolve their knowledge (being this with regards to day to day clinical practice and/or research/academia) and influence and/or be part of the decision making process to feel valued.
Finally, work life balance and financial compensation plays a role, however this applies to every single profession.
Greg Richardson-Cheater, director at Richardson Care, specialist provider of brain injury rehab services
In addition to providing the right working environment, I believe that there have been missed opportunities over the years, by governments in particular, to fail to recognise brain injury and neurorehabilitation as a distinct discipline.
When it comes to the registration of services, neurorehabilitation is a sub-category of mental health and/or physical disabilities, instead of being a category in its own right.
I think that if specialist neurorehabilitation services were registered as such, then this would change the perception of them – reflecting the importance of the sector and making it more attractive to skilled clinicians.
Lydia Storr-Meddings, chief operating officer, Cognivate
Attracting and retaining skilled clinicians in neurorehabilitation requires more than competitive pay—it’s about building a culture and infrastructure where professionals feel supported, valued, and able to grow.
From a COO’s perspective, the most effective approach is threefold.
First, create clarity and security. Clinicians want to understand not only their role today but their progression path tomorrow.
Transparent pay structures, clear expectations around billable vs. service development time, and fair recognition of contributions are vital to retaining talent.
Second, invest in professional development.
The workforce shortage means we must nurture and stretch the talent we have.
Structured mentoring, interdisciplinary collaboration, and opportunities to lead service development or research projects give clinicians the chance to build careers—not just jobs.
Third, prioritise operational systems that reduce friction. Skilled clinicians should spend their energy with clients, not battling clunky processes.
Investment in efficient operations, digital systems, and responsive support teams allows therapists to focus on delivering high-quality rehabilitation.
Ultimately, retention stems from clinicians feeling that their expertise is recognised, their workload is sustainable, and their professional growth is taken seriously.
In neurorehabilitation, where the work is complex and emotionally demanding, it’s these cultural and structural commitments that will keep talent in the sector.
Staff in the neurorehabilitation sector must be supported to gain specialist knowledge, with time allocated away from their day-to-day case load for training when required.
This development is vital so they feel confident to be able to effectively support the diverse range of clinical conditions seen in people who access neuro-rehab services, including spinal cord injuries.
Vicky Knight, neurological physiotherapist expert witness, Jane James & Associates
The neurorehabilitation sector will only attract and retain skilled clinicians if we create workplaces where they feel valued, supported, and inspired.
That means investing not just in salaries, but in culture: a culture where learning is continuous, teamwork is celebrated, and clinicians see the real difference they make every day in their clients’ lives.
Crucially, we must also invest in students, supporting them from placement to graduation, so they feel confident, capable, and excited to build their careers in this field.
One of the most effective ways to retain clinicians is to give them space to be creative and enjoy their work.
When teams are encouraged to bring fresh ideas, have fun together, and see the positive impact of that energy on clients, it builds a sense of belonging and pride that no pay rise alone can achieve.
Alice Bruce, regional manager of rehabilitation services at CHD Living
The most effective way to attract and retain skilled clinicians in neurorehabilitation is to offer more than just a role – we must offer purpose, professional growth and long-term investment in people.
Neurorehab is a specialist field that demands advanced clinical reasoning, emotional resilience and multidisciplinary collaboration.
If we treat clinicians as task-deliverers rather than critical thinkers and leaders, we will continue to lose talent.
At CHD Living, we’ve seen success by embedding clear development pathways, protected CPD time and genuine clinical leadership roles that allow therapists to shape services, not just operate within them.
We also actively partner with universities to offer student placements and support newly qualified staff, helping to futureproof the workforce.
Alongside this, we’ve invested in early career pathways through apprenticeships – two of our team members started with us as rehab assistants and have gone on to study occupational therapy and physiotherapy while continuing to work part-time within our services.
By nurturing that continuity and belief in progression, we’re building long-term loyalty and home-grown expertise.
But retention goes beyond training.
We must also tackle burnout and caseload pressure by investing in smart technologies and infrastructure that free up time for meaningful clinical work.
And culturally, we need to move away from a model where clinicians feel they have to ‘leave to progress’.
If we create roles that evolve with our teams – and if we build services where their voices are heard – they’ll stay.
