Recent studies in organisational science and health and social care have increasingly highlighted the critical link between human resource management (HRM) and the performance of health and social care providers, particularly concerning care quality and safety. However, research in this area within the homecare sector remains limited, providing minimal actionable insights for stakeholders. Consequently, this study aims to expand the understanding of HRM challenges in homecare in England, focusing on their impact on organisational performance and offering practical recommendations to better support homecare stakeholders in addressing these critical issues. This research employed a qualitative narrative inquiry strategy, collecting data through the personal stories shared by participants. Data were gathered via semi-structured interviews with twenty-five participants, including homecare transition practitioners, homecare social workers, and homecare support workers. The study identified HRM challenges related to staffing, training and development, compensation, and leadership and staff support. These challenges can hinder the delivery of consistent, high-quality homecare services. This research advocates for the implementation of robust HRM practices to build a resilient, skilled, and motivated workforce, which is essential for sustaining organisational performance in homecare.