Attracting & Retaining Home Care Workers | Strategies
- The home-based care industry, facing critical workforce shortages amid an aging population, is increasingly turning to millennial and Generation Z employees.
- Brandi Kurtyka, CEO of MissionCare Collective, said millennial caregivers are driven by purpose, flexibility and professional growth.
- While Generation Z (ages 13 to 28) and millennials (ages 29 to 44) are often grouped together, companies are launching targeted initiatives and making cultural shifts to meet...
Attracting and retaining home care workers, especially Millennials and Gen Z, is crucial for the industry’s future. Home care providers are adapting recruitment strategies and benefits packages, focusing heavily on flexibility and professional growth–key priorities for today’s younger caregivers. These generations bring tech skills and collaborative instincts to the table and thrive when employers foster a culture that builds infrastructure around employee well-being. Flexibility in scheduling, professional development opportunities, and incentives that align with their values are essential. News Directory 3 provides insights into these “invisible” jobs and what it takes to get–and keep–young talent. Discover how providers are using social media and innovative training approaches to match the expectations of this new workforce. What innovative steps will define the sector’s success tomorrow?
Home Care Providers Vie for Gen Z, Millennial Caregivers
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The home-based care industry, facing critical workforce shortages amid an aging population, is increasingly turning to millennial and Generation Z employees. To attract and retain these younger workers, providers are offering specialized benefits and updating recruitment strategies.
Brandi Kurtyka, CEO of MissionCare Collective, said millennial caregivers are driven by purpose, flexibility and professional growth. MissionCare Collective, based in St. Petersburg, Fla., focuses on caregiver staffing and recruiting.
While Generation Z (ages 13 to 28) and millennials (ages 29 to 44) are often grouped together, companies are launching targeted initiatives and making cultural shifts to meet the expectations of each generation. A failure to adapt could result in higher turnover and decreased productivity, according to the Sorenson Impact Institute at the University of Utah.
A study by University of Utah researchers indicates that millennial and Generation Z caregivers frequently enough excel due to their tech skills and collaborative nature. They also leverage online resources for support.
Increasing Flexibility
Seventy-three percent of Generation Z employees prefer permanent flexible work options, according to the World Economic Forum. This can include remote work, four-day workweeks, or flexible hours.
Kerin Zuger, chief operating officer at Caretech, said young caregivers seek flexibility. Caretech, based in Omaha, Neb., provides non-medical services across Nebraska, Wyoming and Iowa.
zuger recommends offering flexible shifts and inquiring about worker preferences to build trust and loyalty. Kurtyka added that employers who build infrastructure around employee well-being will help them thrive.
Matching Employee Values
generation Z and millennial employees often seek meaning in their roles, valuing work that develops personal skills and improves lives, according to Activated Insights.
Zuger noted that while millennials often value benefits packages and 401(k) plans, Generation Z employees are drawn to gamification, incentives, culture and flexibility.
Kurtyka said professional growth is a priority for both generations, whether it involves clinical advancement or skills enhancement.
Recruiting for an ‘Invisible’ Industry
Kurtyka said caregiving roles are often “invisible jobs” to those outside the industry. Zuger said attracting younger workers requires creativity.
“Engaging them on a social media platform is a great way to get their attention,” Zuger said. “We recruit through fun dances on TikTok.”
Zuger added that retention strategies include staffing flexibility, praise and advancement opportunities. She acknowledged that younger workers may not stay for life, but employers can offer certifications and tuition reimbursement.
Training the Emerging Workforce
Activated Insights reports that differences in communication styles and technology necessitate a different approach to training. Zuger said that while millennials expect regimented training, Generation Z prefers more autonomy.
Zuger recommends using empathy and guiding Generation Z to solutions. Activated Insights also suggests clarifying the “why” behind training, rather than relying on authority.
Managing Younger Employees
Kurtyka said younger caregivers face emotional, financial and systemic pressures. Research from MissionCare Collective indicates caregivers are more likely to experiance anxiety and depression.
Kurtyka suggests cultivating a culture that prioritizes emotional support, workforce funding and career growth.