The home-based care staffing landscape is undergoing a shift, as worker demographics, desires and motivations evolve.
To attract and retain workers from this new workforce, providers are leveraging strategies including recruitment pipelines starting from high school, placing ads on Dollar General receipts and onboarding clients’ current caregivers. While these efforts have improved recruitment and retention for some organizations, there is no single technique that serves as a panacea, and providers must continually iterate their strategies, according to Kerin Zuger, the chief operating officer at Caretech.
“There is no silver bullet,” Zuger said on a recent Home Health Care News webinar. “What do we need to do with our recruiting and onboarding strategy so that we can hire more caregivers and get them to stay? The answer is, everything. The answer is, try it all and then try it again. Just because it didn’t work last month doesn’t mean it’s not going to work this month. I know that that’s not the answer that people want to hear, but it’s just the reality. The reality is you have to just keep rotating your strategies and not get frustrated when one week it doesn’t work, because the next week it certainly can.”
Omaha, Nebraska-based Caretech is an independent home care company offering personal home care, companionship and other services. The company operates across Nebraska, Wyoming, Kansas and Iowa.
The home-based care workforce is diverse, with a wide range of demographics and characteristics, Zuger said. This necessitates that providers be diverse in turn, and find different ways to connect, communicate and relate with workers as part of an ever-evolving strategy.
Providers have noticed shifts in workforce demographics in more recent history.
“The biggest thing I’m noticing with the workforce now is there’s such a sense of purpose with the younger audience here today,” Alex Ortiz, the vice president of home health services at By the Bay Health, said on the webinar. “With some of the past audience that we’ve encountered, they’re more focused on stability in some cases. Obviously, the financial part of it is an important part. But I think the most important thing that I really noticed is a sense of purpose, being part of a vision and value system that can really be a focus on what the needs are for the individual.”
Fulfilling this need for a sense of purpose involves workers’ understanding their growth trajectory and getting the opportunity to collaborate and communicate with organizational leaders, Ortiz said.
Larkspur, California-based By the Bay Health is a not-for-profit affiliate of UCSF Health offering hospice, skilled home health care, palliative care and other services in California.
Trends in caregiver demographics and preferences are unfolding against the backdrop of an increasingly competitive hiring landscape. Providers must understand their caregivers to stand out in a very crowded labor market plagued by high turnover, according to Ken Doty, chief operating officer at Caring Senior Service.
“The home-based care industry has become highly competitive,” Doty said. “It’s shifted a little bit where caregivers now have significantly more options. A lot of caregivers are choosing to work with multiple agencies, as opposed to a single agency, basically then requiring flexibility. They want us to start to understand them and understand their needs, basically making recruitment a lot harder for us. So going out and grassroots is becoming extremely important.”
San Antonio, Texas-based Caring Senior Service provides personal, respite and companion care, as well as specialty services lines including Alzheimer’s and stroke care. The company operates over 50 locations across 21 states.
Meeting the staffing moment
As home-based care worker demographics evolve, providers’ staffing strategies have evolved accordingly.
To meet workers’ desires for a growth trajectory, By the Bay has developed a pathway program that acts as a structured pipeline for hospice, palliative, pediatrics and home health care professionals.
“That structure creates a pathway for individuals from high school through their professional practice to be able to expand their career advancement opportunities, then also to strengthen their long-term workforce and have the opportunity to join By the Bay Health,” Ortiz said. “We really give them a path and give them the education that there are other options out there, other than just working specifically in the hospital setting, that there’s so much more that you can do with caring for patients at home.”
Recruitment strategies require providers to find niches where caregivers live, Zuger said. Caretech has begun placing ads on the backs of Dollar General receipts. The company also visits churches and Bunco groups, she continued, in an effort to seek out the environment and interests of caregivers.
A critical tool for retention is client-caregiver matching. When matched well with an appropriate client, retention rates “skyrocket,” Zuger said. The company will often ask new clients if they have a current caregiver, a friend or a family member, for example, and then try to onboard that caregiver to work in a paid role. Clients are already comfortable with these caregivers, and these situations have the best retention rates, she said.
Current employees can also be a lever to attract new workers. Many providers have found that they get the most recruitment mileage out of word-of-mouth referrals, and Caring Senior Service has incentivized such referrals.
“We elicit our team as part of our recruitment group,” Doty said. “We actually pay them to go out and refer for us. … What we know is that our staff that we know are good at providing the care that we want to provide, the ones that are stable for us, the ones that show up every single day and are dedicated to the craft, these are the individuals that will go find individuals like themselves. They will go out and help us. They will not refer someone that they’re not willing to sit right next to or provide care with.”
While constantly iterating to find the most impactful staffing strategies, home-based care leaders must start with careful observation.
“I would suggest to any leader out there to really just get a good sense of the pulse of your organization and of your patients in the community,” Ortiz said. “What are you seeing out there that is a value, and what are the value gaps that are missing when it comes to the culture and the real purpose? Focus on what’s the reason why we’re all here. … Focus on the culture and on your mission and on your values, and that process will follow.”
The post ‘No Silver Bullet’: The Iterative Staffing Strategies Home-Based Care Providers Need appeared first on Home Health Care News.







