‘Retention Is Possible In Any Industry’: Examining Staffing Strategies That Work

Despite the many headwinds home-based care agencies are facing, staffing generally takes the cake as the top one. Providers looking to make up ground in that area are zeroing in on compensation, culture and professional development. 

These are the key takeaways from a recent webinar from SimiTree, which discussed the best strategies for retaining staff in health care.

While it’s not uncommon to struggle with retention, many organizations have the potential to see success in this area, even in industries that find it especially challenging to hold on to workers.


“[Retention] is a possibility in any industry, no matter how hard it is,” Eric Scharber, managing principal at SimiTree, said during the webinar. “It doesn’t happen by accident, it takes a lot of elbow grease, it takes a lot of work, a lot of commitment from leadership to really move that needle on retention.”

Scharber is the founder of SimiTree’s talent solutions firm.

Now more than ever, it’s critical for providers to make sure that they’re offering fair and competitive compensation.


“Money is a very important thing, and actually, it’s never been more important than it has been in the last three years in my career,” Scharber said. “The importance of money has skyrocketed because of not only labor shortages, but also inflation. People need to make the right income to keep up with society, if you will. It’s super important for us — whether we’re an HR leader or business owner operator — to ensure that we’re getting it right.”

Compensation is also important to certain demographics that make up the workforce. Specifically, 44% of millennials said that compensation was a major factor in deciding to work for an organization, according to data from PWC.

Scharber noted that the millennial generation will make up 75% of the global workforce by 2025, according to the Bureau of Labor Statistics, though that number is likely to be smaller in home-based care.

“Maybe you’re not 75% millennials, but you’re trending in that direction, and this is what a millennial is looking for,” he said.

Providers should be reevaluating their compensation ranges twice a year, according to Scharber.

Over the years, conversations about company culture have also begun to move to the forefront.

“As the workforce crisis was sort of looming, you started to see organizations focusing on culture, and we started having more in depth conversations about culture,” Scharber said.

It’s best to think of culture as something that is constantly evolving, he said.

“There’s no finish line, you could continue to get better, which is going to attract more and more folks to your organization,” Scharber said.

Improving a company’s culture can mean things like nailing down its values and core mission, and also hiring management that is aligned with these values.

Along with compensation and cultivating an appealing culture, providers should always be looking to find ways to help the staff advance professionally.

“Too often, we say, ‘Here’s your job description, do this, and just stay out of my way,’ when in fact, what you should be doing is finding ways to help people grow professionally,” Scharber said.

This goes beyond just handing out promotions.

It also means continuing education, management, training and development opportunities.

“If you’re big enough to have the capacity to do things internally, whether it’s bringing guests consultants or sending them to seminars to get this extra professional development — great,” Scharber said. “If you’re not big enough to really build a program out on your own, there’s just so many opportunities, whether it’s the association you belong to, or local mentorships. There’s so many opportunities to leverage outside talent to come in and help you give your staff opportunities.”

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