We recently hosted a McKnight’s webinar to explore what’s working in 2025 — and what still needs work as we head into 2026.
Here are the highlights from Jim Berklan’s discussion with Joy Patel, former operator and Regional Vice President at ShiftKey; Cynthia Burleson, Vice President of Clinical Services at Greenbriar Senior Living; Sydney Teters, Talent Acquisition Supervisor at Koelsch Communities; and Nathan Rodriguez, Licensed Nursing Home Administrator at Van Buren Health and Rehabilitation.
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1. Supporting teams as demand rises demands creative solutions
Workloads are increasing as senior care demand surges — and organizations are adapting in creative ways. Panelists highlighted strategies like:
- Cross-training teams to fill multiple roles and strengthen flexibility.
- Building large “as-needed” networks using technology platforms to meet demand in real time.
- Offering flexible scheduling to team members, using technology to remove blockers like the administrative time that comes with paper scheduling.
- Providing clarity and mentorship from the moment a team member joins, helping them feel prepared and supported.
- Creating a culture of trust and safety and value by listening to residents and team members, guiding teams in navigating fluctuations in census, and stepping up when needed.
Some organizations tailor approaches to each community’s culture, allowing local leaders to define what works for their teams. But all agreed that empowering people through intentional onboarding and open communication is non-negotiable.
2. The right technology is worth the investment
The panel agreed that technology should free up care teams to focus on residents, enhance retention efforts and support team well-being. Their key recommendations for selecting and implementing technology included:
- Alignment with mission: Tools must support the organization’s mission or they won’t get team buy-in.
- Ease of use and return on investment (ROI): Financial ROI matters, but so does emotional and operational ROI. Look for a combination.
- Involving the team from step one. Technology can be scary and intimidating. Some people even feel like it will replace them. Make it easy for teams to embrace it and integrate it into daily routines.
The speakers acknowledge that barriers persist, from resistance to change to training gaps to limited budgets. Several emphasized the importance of piloting technology rollouts in phases to iron out kinks and increase buy-in.
3. Leaders are trying new, creative retention and recruitment strategies
Yes, there is such a thing as too much pizza! Strategies that resonated with today’s workforce included:
- Open door policy, giving teams the ability to decompress, share insights and be heard.
- Creative recruiting, like walk-in interviews, job fairs with food and real-time offers, and community-based hiring partners.
- Recognition and rewards that employees want, from weekly shout-outs to retention bonuses for long-standing excellence.
- Career laddering and mentorship opportunities to show real pathways for growth.
ShiftKey’s own Joy Patel, a former operator, said: “Be compassionate, and kind as a leader. Listen. Show sympathy and empathy. Culture is everything to retain and recruit good people.”
4. Organizations would do well to blend full-time and external workers
External workers are important additions to today’s workforce, but they need to be integrated thoughtfully. Some successful strategies discussed include:
- Creating a safe environment for residents by providing policies and procedures upfront to set expectations and pairing external workers with seasoned team members to demonstrate standards.
- Using platforms that help build a network of high-performing professionals to promote continuity of care.
Extending employment offers to external workers whose needs might have changed and are seeking employment, if they’re a mission and culture fit.
5. Reducing team burnout requires compassion and mental health support
Burnout remains a real concern, but leaders are addressing it with solid tactics and compassionate offerings.
Initiatives included:
- Mandatory breaks and time-off enforcement.
- Using technology to enable self scheduling and calling on external workers or internal as-needed/part-time pools to provide extra flexibility when needed.
- Team education to teach employees about what burnout is and how to prevent it.
- Proactive check-ins, especially for those logging heavy overtime hours.
- Positive recognition rounds and employee suggestion programs.
- Hiring people specifically focused on team development and wellness support across communities.
This proactive mental health focus (beyond EAPs) is a sign of how seriously organizations are taking team well-being.
6. Worker expectations have shifted in recent years
And they’ve shifted dramatically. According to panelists, today’s direct care workers expect:
- More flexibility and autonomy.
- Transparency around job responsibilities and benefits.
- Clear communication from leadership.
- Access to real-time information and self-service technology tools.
Work-life balance and mental health support.
7. Direct care workers are mission driven, and leaders should listen with heart
If there’s one recurring theme throughout this powerful conversation, it’s this: direct care workers are deeply mission-driven. They show up because they care—about their residents, their teams and the work they do.
The best thing leaders can do is listen, support, and create space for them to thrive. Because culture, flexibility and transparency are the foundation of a sustainable senior care workforce.
Want to hear directly from the experts and go deeper into the strategies that are shaping the future of senior care?
Watch the full webinar on demand, and download the full “Senior Care Survey Report: Workforce 360” report to get all the data and insights discussed.
