By Jayne Connery, Founder, Care Campaign for the Vulnerable
In recent years, there has been a noticeable shift across the care sector towards improving dementia training. This is something to be welcomed. Most providers now ensure their staff complete mandatory dementia awareness modules, often delivered online or through short in-house sessions.
But from where I stand, both personally and through my work with Care Campaign for the Vulnerable, I believe we need to go much further. Because dementia care is not just about awareness. It is about complexity.
It is about understanding behaviours that cannot always be predicted, managed through a checklist, or resolved through standard training alone.
I attend meetings every week with families and providers. I visit care homes. I listen. And what I see, time and time again, is that while staff are often kind, committed, and doing their very best under pressure, they are not always equipped to deal with the more complex aspects of dementia.
That is not a criticism. It is a reality.
Understanding Behaviour Beyond the Surface
A person living with dementia may present with aggression, distress, repetitive questioning, or resistance to care. These behaviours are often described in care notes in simple terms. “Challenging.” “Non-compliant.” “Agitated.”
But those words rarely reflect what is really happening.
I have sat with families where a loved one has lashed out at staff. The immediate response is often to consider risk management, sometimes even relocation. But when you take the time to understand the individual, a different picture can emerge.
Is the person in pain?
Are they frightened?
Have they understood what is happening to them?
Are they being approached in a way that feels intrusive or unfamiliar?
Complex dementia care requires staff to look beyond the behaviour and understand the cause. That takes time, confidence, and training that goes far deeper than a standard module.
Real Examples from Practice
I supported a family where their mother, living with advanced dementia, had become increasingly distressed during personal care. Staff described her as “resistant” and “difficult to manage.”
But when we looked closer, it became clear that she had a lifelong sense of modesty. She had never been comfortable with others assisting her in such intimate ways. The approach being used in the home did not reflect that.
Once her care was adapted—slower communication, consistent carers, greater sensitivity – the incidents reduced significantly.
In another case, a gentleman was repeatedly trying to leave the home. This was seen as a safeguarding concern, understandably. But his history revealed he had been a postman for over 40 years. Walking was part of his identity.
Rather than restricting him, the home introduced supervised walks and structured activity. The “risk” became an opportunity to support his independence safely.
These are not isolated examples. They are everyday realities.
Training Must Reflect Reality
What is often missing is training that prepares staff for these nuanced situations. Complex dementia care is about:
– Understanding trauma and life history
– Recognising pain in non-verbal individuals
– Managing distressed behaviours without immediately resorting to medication
– Communicating effectively when language is limited
– Supporting independence while managing risk
It is also about giving staff the confidence to think, adapt, and question.
Too often, I see staff relying on process rather than judgement, not because they lack compassion, but because they have not been given the tools to go beyond it.
Supporting Staff, Not Blaming Them
We must be very clear; this is not about blaming frontline staff.
The workforce is under immense pressure. Staffing levels, time constraints, and regulatory demands all play a part. Many carers go above and beyond every single day.
But if we want to improve outcomes for people living with dementia, we have to invest in training that reflects the reality of what staff are facing.
That means practical, scenario-based learning.
It means mentorship and ongoing support.
It means recognising that dementia care is a specialist skill, not an add-on.
A Cultural Shift
Ultimately, this is about culture.
Homes that deliver outstanding dementia care are not defined by their décor or facilities. They are defined by how their staff respond in the moments that matter.
When a resident is distressed.
When a family is asking questions.
When something doesn’t feel right.
That is where training, culture, and leadership come together.
Through Care Campaign for the Vulnerable, I have seen both sides. I have seen poor care, where behaviours are misunderstood and mishandled. But I have also seen exceptional care, where staff take the time to truly understand the person behind the diagnosis.
That is what we should be striving for.
Because dementia care is not just about keeping people safe. It is about preserving dignity, identity, and quality of life – right until the very end.
It requires an in-depth knowledge and understanding that must be developed, supported, and valued across the entire care setting, not assumed.
