​The organizational approaches that worked for generations are no longer the most effective to attract, retain, and engage today’s ever-evolving, multigenerational workforce.

The workforce used to be full of “tree” employees who were deep-rooted and stable at one organization for their careers. Just like trees who survive despite drought, storm, or rain, the tree-filled workforce responded well to a one-size-fits-all approach. That management approach worked until it didn’t.

About 20 to 25 years ago the workforce became one full of “houseplant” employees. A one-size approach stopped working, and employees were quicker to leave. Just like houseplants who do not receive the proper attention, light, and water, employees will not survive without the proper environment (orchids require different care than cacti, right?).

Everyone in today’s multigenerational workforce is like a houseplant that requires an individualized care plan. Fortunately, we know what that means in the senior care space. Those in long term care understand what individualized care means for residents. Applying that same mindset to employees can be just as impactful, although it does require time, effort, and consistency in an already short-staffed environment. 

Understanding Today’s Workforce Reality

Long term care organizations continue to face increasing regulations and responsibilities, with ever-decreasing resources and bandwidth to meet the needs of those they serve. Leaders at every level are exhausted because even after doing the hard work to recruit and hire, staff aren’t sticking around.

Contrary to popular belief, the greatest flight risks aren’t the youngest employees—it’s the newest employees. Every new hire is a flight risk. If they were willing to leave their last job, they likely have what it takes to leave again. Whether they’re 25 or 55, your new hires have the resources and courage to make the move. New hires who haven’t built strong relationships or feel disconnected are more likely to walk away if the job doesn’t meet their expectations. Meanwhile, many long term employees stay not out of deep loyalty, but out of “golden handcuffs” or fear of change.

Younger workers can stay. They will show up tomorrow—and even come back after a break—if we create a workplace where they can thrive (and not just survive).

And long term care employers are not only competing with each other for talent. They are up against “untethered” jobs like delivery driving, rideshare, and gig work that offer immediate pay, autonomy, and fewer strings attached. It’s hard to compete when many industry roles are rigidly scheduled with in-person requirements.

Today’s employees have more choices than ever. Still, with intentional effort, senior care employers can attract and retain the workforce they need. By listening, learning, and adapting to workforce trends, leaders can create an environment where the organization, employees, and customers all thrive.

Individualized Care Plans for New Hires

Too often, leaders try “delegate and abandon” or “non-boarding” approaches to acclimate new hires. Yet, who is the greatest flight risk? New hires are determining if they can succeed even before day one.

Just as we tailor care plans to residents and patients based on their backgrounds and needs, leaders can improve retention by approaching onboarding the same way. A new-to-the-field caregiver may need extra time to absorb terminology or build confidence, while a returning CNA might benefit from system refreshers and cultural onboarding. Before every new hire’s day one, consider what adjustments will provide the right balance of support and accountability.

Thoughtful, informative onboarding is how organizations set expectations and set new hires up for ongoing success in their roles. 

Individualized Care Plans for All Staff

What happens after the first year? Don’t focus solely on new hires and forget about other team members.

All employees, regardless of tenure or title, benefit from ongoing recognition and support. People repeat what is rewarded. Appreciation is simply positive feedback that lets staff know they’re on the right track. An employee who shows up on time and does their job well makes the workday smoother. Don’t let their work go unacknowledged.

While employees used to have a "no news is good news" mindset, the evolving workforce today continues to expect regular check-ins. If your employees don’t hear anything, they may assume they’re underperforming or undervalued. That perception alone can drive them to seek work elsewhere.

Recognizing doesn’t have to be complicated. It just has to be personal. Leaders who understand what their staff prefers will be more effective in motivating the best performance. The best way to personalize praise? Ask employees how they prefer to be recognized. Some may prefer a shout-out during team meetings; others may value a handwritten thank-you note.

Recognition done right is a powerful retention tool.

Individualized Care Plans for Leaders

If all employees are like houseplants, supervisors and managers are like gardeners. They’re responsible for cultivating an environment where people can grow.

Frontline leaders manage schedules, boost morale, and navigate team dynamics—often with little guidance themselves. Many have been promoted without training and expected to lead without proper tools. Unfortunately, leadership development is often one of the first line items cut in tough times. Organizations across the continuum of care are feeling the consequences.

It’s time to bring back leadership development and make it personalized (remember, a one-size approach is no longer the most effective). For emerging leaders, focus on foundational topics like effective communication, resilience strategies for tough days, and how onboarding impacts retention. For more experienced leaders, it may be time to strengthen emotional intelligence, revisit generational dynamics, and reinforce essentials like providing feedback.

Skill-building done right is an essential component of every leader’s care plan.

From Surviving to Thriving

Today’s staffing reality isn’t about finding perfect people—it’s about creating a workplace environment where everyone can thrive. Just like with houseplants, when organizations provide the right conditions, their people grow. When they don’t, their operations will barely survive.

Retention is not a one-time initiative. Retention requires a long term, strategic approach. By creating individualized care plans for new hires, long-tenured employees, and supervisors alike, organizations create a ripple effect that improves morale, boosts stability, and strengthens the quality of care.

Employees don’t often leave organizations where they feel seen, supported, and valued. By cultivating the right environment, long term care providers will see a shift from short-staffed to staffing stability, from conflict to collaboration, and from surviving to thriving.

Alayna Thomas, MS, SHRM-SCP, is a retention strategist with Magnet Culture and co-creator of the Employee Retention Ecosystem.™ She is a keynote speaker and author of the generational minibook It’s Not About Birth Year. Learn more at WeReduceTurnover.com.