Predicting Workforce Turnover in Senior Care: How to Stay Ahead

Workforce turnover in senior care affects far more than staffing levels. It can disrupt resident safety, reduce quality of care, and diminish resident satisfaction while also increasing costs tied to recruiting, onboarding, training, and lost productivity. The good news is that employees often show signs before they decide to leave, giving organizations an opportunity to identify concerns early and strengthen retention efforts.

Read on to learn which retention strategies, workforce metrics, and leadership practices can help your community recognize turnover risks before employees walk away.

Recent Changes in Staff Turnover Patterns

Julie Lindberg, MSA, NHA, director and HR business partner at Trinity Health Senior Communities

As the senior care industry has evolved over the past several years, workforce turnover patterns have shifted as well. Julie Lindberg, MSA, NHA, director and HR business partner at Trinity Health Senior Communities, has seen meaningful progress, even though retaining employees during their first year remains one of the organization’s biggest challenges.

“First-year turnover continues to represent the most significant opportunity area,” she explains. “However, we are seeing progress in influencing when colleagues choose to leave.”

Trinity Health Senior Communities has focused on strengthening engagement during employees’ earliest months on the job, helping more colleagues remain with the organization beyond the initial employment period. Enhanced onboarding, improved hiring practices, intentional check-ins, and expanded training all contribute to that effort. The organization also celebrates key milestones at 30, 60, and 90 days to reinforce employee engagement.

A consistent workplace culture has become another important part of the retention strategy. “Equally important has been our continued focus on building a strong, consistent culture—one that colleagues can feel, experience, and actively live every day,” says Lindberg. “By reinforcing this shared culture alongside our engagement and development efforts, we are creating a more connected environment that supports retention.”

Monitoring Metrics to Understand Staff Retention Risks

Trinity Health Senior Communities regularly tracks data that may reveal employees who are at greater risk of leaving. Quarterly surveys measure factors such as employee recognition, perceptions of the workplace, and burnout levels. Leaders review the results by team, recognizing that each manager shapes a unique employee experience.

Early feedback also plays an important role in identifying potential concerns. “In addition, we incorporate insights from 30-day stay interviews to better understand early colleague experiences and engagement,” Lindberg says.

The organization supplements those interviews with electronic check-ins and ongoing conversations to gather feedback and address issues early. “We also analyze trends over time, combining insights from pulse survey data with turnover metrics and exit interview feedback,” says Lindberg. “This allows us to identify patterns, uncover root causes, and refine our strategies accordingly.”

Proven Approaches to Improving Retention and Engagement

Several targeted programs have helped Trinity Health Senior Communities improve both retention and employee engagement by creating stronger connections throughout the employee experience. One of those efforts is the People Invested in New Colleagues (PINC) program, which supports employees throughout their first year. The initiative is designed to create a sense of belonging from day one.

“New colleagues are introduced through a PINC bio, identified within the community with a pink ID badge holder to encourage warm welcomes, and supported with consistent touch points and recognition moments,” explains Lindberg.

Gestures like milestone recognition help reinforce employees’ value to the communities, and Lindberg says the program has strengthened engagement while helping improve first-year retention.

Recognition continues well beyond onboarding through the organization’s Full of Heart program, which encourages peers, residents, and families to recognize employees for their contributions. “This program fosters a culture of appreciation and allows the entire community to participate in celebrating great work, which has positively influenced morale and engagement,” Lindberg says.

Leadership development has also become a key part of the organization’s retention strategy. “By equipping leaders with the tools, training, and support needed to effectively engage their teams, we empower them to identify colleague needs early, reduce burnout, conduct meaningful check-ins, and navigate crucial conversations with emotional intelligence,” Lindberg explains. “Strengthening leadership capability has been a critical driver in creating supportive environments where colleagues feel valued and are more likely to stay.”

Workforce Trends and Their Impact on Future Turnover Challenges

Looking ahead, Lindberg believes several workforce trends will continue shaping employee retention across senior care. “With demand for senior living and senior healthcare continuing to rise, driven largely by the aging baby boomer population paired with ongoing shortages of certified and licensed colleagues, organizations must be intentional in how they support and engage their workforce,” she says.

Responding to employee feedback will become increasingly important as organizations compete for talent. Gathering input is only the first step. Employees also want to see meaningful action taken in response to what they share. “Colleagues want to feel heard and see that their input leads to meaningful change,” says Lindberg.

Investing in career development can further strengthen retention by helping employees envision a future within the organization. Building internal talent, creating advancement opportunities, and encouraging professional growth all reinforce long-term commitment. “Building strong partnerships fosters engagement and a deeper commitment to the mission,” Lindberg adds.

Removing unnecessary obstacles from employees’ daily work is another priority. Streamlined processes and technology that improves communication and operational efficiency can help staff spend more time focused on resident care.

“Together, these trends emphasize the need for a more responsive, supportive, and innovative work environment,” explains Lindberg. “Organizations that prioritize listening, partnership, and simplicity will be better positioned to strengthen colleague preservation and navigate future workforce challenges.”

Paige Cerulli

Paige Cerulli is a contributing writer to i Advance Senior Care.