Senior living leaders today face a workforce landscape shaped by rising acuity, increasing dementia prevalence, and unprecedented staffing pressures. Dementia care is emotionally demanding, operationally complex, and deeply tied to staff retention. As the number of people living with dementia continues to grow, organizations that treat dementia education as a strategic workforce investment — not just a care initiative — are seeing measurable improvements in culture, confidence, and consistency. Dementia education is no longer optional. It is a workforce strategy that strengthens onboarding, reduces turnover, and builds a resilient, empathy-driven care culture.

The Program of All-Inclusive Care for the Elderly (PACE) was designed to serve individuals with complex medical, functional, and social needs. As dementia prevalence continues to rise, PACE programs are increasingly caring for participants whose cognitive impairment impacts nearly every aspect of care delivery. 
 
As we approach 2026, PACE organizations face a convergence of challenges: 

This is the first of three articles about Workforce Development in Aging Services.  The focus of the articles will encompass three pillars:

1. Adopting Best Practices to Retain the Current Workforce

2. Creating Non-Traditional Growth and Advancement Pathways

3. Cultivating the Next Generation Aging Services Workforce

This topic is of great importance due to the national and global caregiving crisis for both paid and unpaid caregivers.  This series will focus only on paid caregivers, with an acknowledgement that the unpaid caregiver crisis impacts the need and demand for more paid caregivers. 

Pillar 1: Best Practices to Maintain the Current Workforce

Let's begin the discussion about the Aging Services Workforce by acknowledging that there are many wonderful and committed people caring for elders throughout the continuum of care- 3.7 million according to this LeadingAge Vision White Paper.

Sadly, the massive turnover experienced in this industry will keep the rotating door busy, without even considering the increasing demand due to the aging population.  

So, before addressing the need for new entrants, we should begin with discussing strategies to retain our current employees.  The LeadingAge Vision White Paper above provides an excellent roadmap of six strategies to build workforce and my intent with this series is to enhance the conversation by approaching the issue of retention from other angles.  

 

I found advice from Forbes, dated December 31, 2018, that I believe is spot on about setting 2022 new year's resolutions, and it goes like this, "This year, set goals instead of resolutions."  

The shortage of Certified Nursing Assistants in Aging Services is reaching a critical point.  Piled on top of the current shortage is the projected need.  However, systemic and sustainable solutions have evaded the industry.