How to Predict and Proactively Counter Turnover Risk to Enhance Retention 

Over the last 3 months, we did 86+ interviews with care workers and asked them "What's their deal breaker"?

Job postings for care workers in the last quarter have doubled compared to the initial quarters of 2020, the beginning of the pandemic, reflecting that the cause of high turnover is just not because of the pandemic.

Since 2020, a staggering 542,000 care workers have bid farewell to their profession, with retention rates touching over 55% on the higher end. (NSI, a national nurse recruitment firm.).

This exodus not only impacts the careers of these dedicated individuals but also exacts a considerable financial toll of approximately 10.2 million USD on care facilities, encompassing hiring and training costs (Oracle).

So what did we discover in the interviews?

There’s good news and bad news.

Bad news first:

Predicting the exact moment a care worker leaves is next to impossible. Their decisions are often tied to the pursuit of better opportunities, defined by an improved work-life balance and enhancing the core motivation for entering the profession – compassion towards patients.

The good news:

You cannot predict when they leave but you can predict when they decide to leave. The interviews pinpointed a critical trigger, i.e.:

When their frustration surpasses compassion, they decide to leave.

Contrary to popular belief, burnout wasn't identified as the primary source of frustration.

Care workers, driven by a superhero complex, accept the challenges of patient care as part of their commitment. Instead, the foremost frustration stems from the time spent away from patient care.

Administrative tasks, strained relationships with managers, and a lack of empathy from managerial figures were some of the significant stressors.

To combat soaring turnover rates, care facilities must focus on monitoring and reducing this frustration metric. The less frustration care workers experience, the higher the chances of retaining these invaluable professionals.

Efforts aimed at retention should revolve around alleviating the stressors identified – streamlining administrative processes, fostering positive manager relations, and instilling empathy within managerial practices.

By proactively addressing these triggers, healthcare facilities can cultivate an environment where care workers can thrive, ensuring not only their job satisfaction but also the continued delivery of exceptional patient care.