Home health providers are increasingly moving away from traditional, volume-based recruitment tactics to address persistent staffing shortages, shifting their focus toward near-peer coaching, structured onboarding, and long-term upskilling. By fostering internal career growth and providing mentorship from clinicians with shared lived experiences, companies like Bayada Home Health Care, Interim HealthCare, and Senior Helpers are attempting to mitigate high turnover rates that typically occur early in the employment lifecycle.
The home health industry faces significant labor challenges as the demand for community-based care continues to rise. According to industry leaders, the previous model—relying on high-turnover recruitment to fill gaps—is no longer sufficient to sustain a stable workforce. Instead, providers are prioritizing intentional, human-centric strategies to build mutual commitment between the agency and the clinician.
Near-peer coaching as an attrition buffer
A primary strategy currently being deployed involves the use of near-peer coaching, a model designed to support new clinicians during their first few weeks on the job. Mike LaRosa, the director of workforce development at Bayada Home Health Care, noted that the bulk of clinician attrition occurs during the initial onboarding phase. By pairing new staff with mentors who share similar backgrounds, professional experiences, or identity markers, agencies can provide a more supportive transition into the field.
“What we’re finding is that clinical coaching with near-peer coaches — folks who share lived experience with them, they may share identity markers with them, they’ve lived to the same experience that they have as new clinicians — have been tremendously effective at inoculating against some of that early-stage attrition that we tend to see,” LaRosa said. He added that the program is designed to be cost-effective, requiring little heavy architecture while significantly improving employee sentiment.
This approach also serves a psychological function. Sarah Dietz, vice president of human resources at Interim HealthCare, emphasized that coaching initiatives extend beyond technical training. “It builds confidence and it builds connection,” Dietz stated. “It’s a great benefit.”
Investing in career pathways and growth
Beyond immediate mentorship, providers are implementing broader career development programs to improve long-term retention. These efforts include financial tuition support, academic counseling, and career coaching. These initiatives are often supported through a combination of private agency investments and, in some cases, public and private grants.
LaRosa highlighted the career progression of a specific employee, referred to as Angela, who began as a certified nursing assistant (CNA) at Bayada in 2023. At the start of her tenure, Angela provided approximately 90 client service hours monthly. Through the company’s support, which included academic advising and tuition assistance, she transitioned into an Licensed Practical Nurse (LPN) role. Following this development, her monthly service output increased to 170 hours, and her income tripled, illustrating the potential impact of investing in the existing workforce rather than relying solely on external hiring.
Evolving to meet changing workforce demands
The shift in retention strategy reflects a broader change in the healthcare labor market. Christina Chartrand, senior vice president of training and services at Senior Helpers, noted that the ease of recruitment seen in the past has largely disappeared. “I remember many years ago … you lost a caregiver, you just put an ad out and you get another caregiver, and how easy it is. It’s very different now,” Chartrand said.
As the industry adapts, leaders acknowledge that there is no universal solution to the staffing crisis. Operators are forced to balance competitive pay, benefits, and retirement programs against the reality of financial sustainability. Dietz of Interim HealthCare noted that while competitive compensation is vital, it is equally important to tailor investments to the specific needs of the local workforce.
“It’s both impossible and irresponsible for us in this industry to invest in everything to be above benchmark,” Dietz said. Instead, she emphasized the need for agencies to remain intentional and “deeply, deeply human” in their support of the staff who deliver care to patients.
As home health agencies continue to refine their retention philosophies, the focus remains on aligning training and support with the evolving expectations of the modern workforce. Providers are expected to continue monitoring these programs to determine which models offer the most sustainable results for both their clinical staff and the patients they serve.