On 24 February, global leaders came together to explore how to recruit and retain the people who provide long-term care every day.
Moderators, Adelina Comas of the Global Observatory of Long-Term Care (GOLTC) and Finn Turner-Berry of the National Care Forum (NCF) opened the session by emphasizing that workforce challenges feel strikingly similar across borders, despite differing care systems.
Jennifer Johs-Artisensi of the University of Wisconsin–Eau Claire shared findings from research conducted in nearly 60 U.S. nursing facilities. One takeaway came directly from certified nursing assistants. While leadership often assumes wages are the primary reason people leave, Certified Nurse Assistants (CNAs) in her study consistently ranked teamwork and job safety even higher. Many spoke about wanting stronger communication, more inclusion in decisions, and practical supports such as help with childcare or meals during shifts. The research reinforced that when staff feel respected and supported as individuals, residents benefit through stronger relationships and better quality of life.
From Japan, Michiyo Yoneno-Reyes of the University of Shizuoka offered insight into the experiences of foreign care workers navigating a complex licensing and language process. She described how workers must advance through multiple levels of language proficiency and pass a national exam in order to remain in the country long term. In cases where the government covers language training costs, such as through bilateral agreements with the Philippines, retention is noticeably stronger. Where workers or private employers must shoulder the cost themselves, staying becomes much more difficult. Her research highlighted that cultural understanding, not just language skills, is essential.
Based in the United Kingdom, Reena Devi and Iria Kuna of the University of Leeds shared findings from the REACH study, which examined evidence-based strategies to improve recruitment and retention. Devi and Kuna outlined the idea that retention begins at recruitment. Some care homes involve residents and frontline staff in interviews so applicants gain a realistic understanding of the role from day one. Other strategies include structured mentoring, regular “caring conversations” with supervisors, and flexible scheduling that acknowledges staff caregiving responsibilities at home. These approaches help employees feel listened to and valued, increasing their commitment to stay.
All three presentations reinforced that workforce stability is not built on a single solution. Fair compensation, supportive leadership, inclusive workplace culture, professional development, and public policy that recognizes the complexity and importance of long-term care work all play a role.
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