Viewpoint: Learning disability careers and investing in people

Earlier this year, Achieve Together was recognised as one of the UK’s top 500 employers in the Financial Times Best Employers 2025 list. CEO Zak Houlahan says the recognition highlights their commitment to creating a workplace where every team member feels empowered to thrive and grow their careers.

The list was compiled in collaboration with Statista and is based on independent employee feedback from organisations nationwide. The survey explored key areas such as workplace culture, career progression, pay, and wellbeing.

In this viewpoint article, he talks about why social care providers should create an environment where team members feel valued and supported, leading to high-quality specialist support for people with a learning disability and autistic people.

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At Achieve Together, we believe exceptional care is only possible when we invest in the people who provide it. Our purpose is clear: to support people in living happy, healthy, and meaningful lives. But that starts with building a workplace where our team members feel valued, empowered, and able to thrive.

This is why, from April 2025, we introduced a significant uplift in pay for our team members. It reflects not just the cost of living, but the real value we place on those delivering support every day in homes and communities across England and Wales. But pay is just the beginning.

We are creating a culture where people can grow their careers with confidence.

This year marks a milestone in our journey. The Financial Times has recognised us as one of the UK’s top employers. Our apprenticeship programme continues to receive national awards for excellence in learning and development. Many of our in-house training programmes are externally accredited, opening pathways to qualifications, new skills, and new roles. And the results are clear: people are choosing to build their future with us.

Building careers and shaping practice

Some of our team members have been with us for over 25 years, and many have surpassed 10 years. That depth of experience brings something you cannot teach overnight—trust, consistency, and an understanding of the people we support that only comes with time.

We see it every day. Team members who joined as support workers are now managing homes and services. Others are leading regional teams, shaping practice, or delivering national impact through innovation and co-production. We are proud to promote from within, and we do it often.

Our ‘Hearts in the Homes’ campaign highlighted just how much dedication, warmth, and purpose exist in our teams. 2025 is the ‘Year of the Home Manager’—a focus on the vital leadership role played by our home and service leaders, whose commitment and expertise underpin everything we do. These are not just titles—they’re the difference between a job and a vocation.

We know that when we invest in our people, the people we support benefit most. Stability in our teams creates continuity in relationships. Knowledge is built over time. And that matters. In specialist care—whether supporting someone with complex autism, profound and multiple learning disabilities, or forensic mental health needs—trust is the foundation of everything.

This year, we’ve continued to enhance learning pathways and expanded access to accredited clinical training, Positive Behaviour Support qualifications, and leadership development. These aren’t add-ons—they’re essentials in providing the kind of support we’d want for our own family members.

We are privileged to do what we do, and the privilege is even greater when we do it alongside people who feel seen, heard, and supported in their careers.

That’s the future we’re building.