It’s no secret that employee turnover is one of the biggest challenges facing long-term care today.

In many facilities, more than half of all the workers leave each year. No matter how you look at it, that’s a troubling reality.

So it’s encouraging to see signs that this problem, while far from solved, may be easing. For as the saying goes, “any port in a storm.”

The “port” here happens to be findings from the McKnight’s 2024 Mood of the Market survey. After years of burnout, turnover and relentless challenges, it appears fewer administrators and nurse leaders are considering the greener pastures to be found elsewhere.

Most encouragingly, only 36.7% of respondents said they had “seriously considered” leaving their jobs in the last three months. While that number may not seem great in other sectors, it’s a notable improvement in long-term care. Just last year, nearly half of the respondents (49.6%) indicated they might defect.

More good news: Nearly 76% of leaders feel “very satisfied or somewhat satisfied” with their roles, and the number of those who are “very satisfied” saw a significant increase. Among administrators, job satisfaction jumped by 10%.

This improving sentiment presents a clear opportunity for owners and corporate executives. While better pay never goes out of style, other strategies might also encourage their workforce to stay, feel valued, and grow in their roles. Here are five to consider:

1. Prioritize professional development

Offering ongoing training, mentorship programs, and tuition reimbursement for advanced degrees can provide staff with a sense of purpose and forward momentum. Employees who see a path to advancement are far more likely to stay, knowing their organization values them as long-term contributors.

2. Promote flexible schedules

Long-term care is notorious for its demanding, rigid schedules. Allowing flexible or alternative work arrangements — such as four-day workweeks or rotating shifts — can improve work-life balance. Flexible time-off options, especially for working parents or caregivers, can also make a big difference.

3. Enhance the work environment and support systems

Job satisfaction extends beyond pay. Simple changes, such as improving break rooms, offering free or discounted meals during shifts, and creating wellness programs, can significantly enhance the work environment. Establishing peer-support systems, employee recognition programs and open communication channels can foster a more positive workplace culture.

4. Bolster mental health resources

Burnout in long-term care is a real issue, and addressing it with mental health support is critical. Employers can invest in employee assistance programs that offer counseling, stress management resources, and access to wellness apps. Supporting mental health not only helps retain employees. It also boosts morale and productivity.

5. Foster a sense of mission

Purpose matters. Corporate leaders should remind their workforce of the invaluable role they play in improving residents’ lives. Celebrating small victories, sharing resident success stories, and highlighting the impact workers have on families can reignite a sense of pride that often fades amid the daily grind.

The latest McKnight’s survey provides a glimmer of hope, showing that job satisfaction is on the rise in the long-term care field. But for owners and executives to build on this positive momentum, they must take decisive actions — beyond pay increases — to show they are committed to their employees’ growth, well-being, and long-term success.

 [Editor’s note: McKnight’s is running a series of stories on findings from our 2024 Mood of the Market Survey. Parts 2, 3 and 4 will appear in the coming days in the McKnight’s Daily Update and on mcknights.com.]

John O’Connor is editorial director for McKnight’s.

Opinions expressed in McKnight’s Long-Term Care News columns are not necessarily those of McKnight’s.