Workforce Tools

Need help in figuring out the cost of your turnover? Try this easy-to- use tool below.

Want help in figuring out which skills personal care attendants and mid-level managers should have in your communities -- and help your employees figure out which skills they need to be successful? Download the two guides below.

Trying to figure out if you are ready to set up training and career paths for direct care workers?  Download the survey below.

Workforce Cost Calculator

Use this calculator to figure out the cost of your turnover -- download and do in Excel.
Helpful Background Information:

  • Rule of thumb: the cost of replacing any employee is 25% of the salary amount
  • Average turnover for home care agencies is between 40-60%
  • Average turnover in nursing home for certified nursing assistants is between 40-70%
  • Minimum direct cost of replacing a direct care workers is $2,500
  • Indirect costs are individual to each organization, but include advertising, training, temporary help, lost productivity, etc.
  • Example: An organization that averages 40 terminations per year is spending at least $100,000 (40 x $2,500= $100,000)

Personal Care Attendant Competency Development Guide

What is this guide?

The guide is designed to help members examine how personal care attendants work in their communities -- and to equip workers themselves with the skills they need to be successful. The guide has descriptions and check lists of the skills, knowledge and behaviors – competencies - to help personal care attendants deliver effective supports and services across a variety of positions and LTSS settings. The guide also includes a detailed table that breaks down specific tasks associated with performing the job.

Which skills, knowledge and behaviors are covered in the guide?

  • Basic technical skills: e.g., providing services and supports, e.g., infection control, activities of daily living and instrumental activities of daily living, etc.
  • How an employee would apply the specific skills to different settings, e.g., understanding how to prevent abuse, understanding dementia, understanding the aging process, etc.
  • Interpersonal skills, e.g., taking responsibility for one’s own actions, using different ways to communicate, understanding how to work on a team, etc.
  • Highest level skills, e.g., understanding how to provide culturally competent care, assisting in developing a care plan, etc.

How to use the guide:

  • For continuing education: look through the different skills and identify the skills that are critical to your organization and where more training for your staff is needed.
  • For performance evaluations: incorporate the skills into your community’s performance evaluations.
  • On-the-job-training and coaching: urge frontline supervisors to use the guide to build the skills of personal care attendants -- and coach their employees to improve performance in identified gaps.

Mid-Level Manager Competency Development Guide

What is this guide?

The guide is designed to help members examine how mid-level managers work in their communities -- and to equip workers themselves with the skills they need to be successful. The guide has descriptions and check lists of the skills, knowledge and behaviors – competencies - to help mid-level managers deliver effective supports and services across a variety of positions and LTSS settings. The guide also includes a detailed table that breaks down specific tasks associated with performing the job.

Which skills, knowledge and behaviors are covered in the guide?

  • Interpersonal: e.g., builds and maintains trust relationships with staff, residents and families, demonstrates effective communication skills, seeks opportunities for professional development, takes initiative and helps teams increase capabilities, etc.
  • Operational: e.g., puts community mission and vision into action, models best practices, understands long-term services and supports, etc.
  • Financial-Legal: gathers budget information, implements standards and regulations, etc.
  • Human Resources: develops strategies to recruit and retain staff, ensures worker safety, etc.

How to use it:

  • For continuing education: look through the different skills and see which skills are most critical to your community’s success – and where more development may be needed.
  • For performance evaluations: incorporate the skills into your community’s performance evaluations.
  • Professional development: use the guide to develop professional development plans and select courses for skills development.
  • Recruitment: Use the guide as a way to assess the qualifications of people applying for mid-manager jobs at your communities.

Community Checklist for Helping Front-Line Workers Improve their Skills and Build a Career

Many organizations wish to set up training and career paths for direct-care workers, but don’t know where to start. This tool helps employers take an objective look at their policies, practices, and processes to help them set up work-based learning and career paths for their front-line workers. Front-line workers generally have less than a bachelor’s degree, earn approximately $40,000 a year, and include assistants and technicians such as nurse aides, housekeepers, home health aides, medical assistants, and licensed practical nurses.

In a mostly yes/no format, the survey helps communities decide if they have the capacity—or can build it—to help their direct-care workers learn new skills, provide quality care, and build a career.

Access the survey here.  

Please contact Jennifer Craft Morgan at jmorgan39@gsu.edu for more information.