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Career Development for CNAs
Retaining Your Staff Over the Long-term
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3 Different Kinds of Career Trajectories for CNAs
Short-term CNAs who move in and out of the workplace without a career identity (“it’s just a job”) Transitional CNAs to other professional health care positions Career CNAs
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Who are they? 93% Female 70% Caucasian 89% less than 55 years of age
50% under the age of 35 51% with Children at home 76% have completed high school 16 with education beyond high school 58% work full time (our KEY target demographic)
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Wages Median New York annual $26,000 Can you live on that?
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Why Nurse Aides Leave Facility leadership Lack of orientation
No advancement opportunities
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Varieties of continuing staff development
Mandatory in-service training Additional training provided by facility Formal career ladder programs
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Benefits of a Career Ladder
Provides an incentive for new aides to stick around Used as a marketing tool for recruiting new aides Equates raise with increase in skills Creates accountability and positive work environment
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Improving Caregiver Morale
Improving self-worth Give CNAs recognition Makes CNAs’ jobs easier through improved skills
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Launching a Career Ladder
5 Steps to Success
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Step 1) Identify CNA Turnover Data
How much money are you losing? How many staff are walking out the door? Overtime and agency usage consideration
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Turnover Data Do you know the turnover rates in your facility?
9/12/2018
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Do you know how to calculate it?
{# of terminations/[(begin count + end count)/ 2]} x 100
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Step 2) Identify Negative Effects Driving Turnover
Employee satisfaction survey Exit interviews Nursing meetings
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Step 3) Evaluating Staff Needs
Not just CNAs Administrator and DON Charge nurses Identify areas that don’t get addressed in CNA certification
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Frightening Facts Nurse Aides Require? Barbers require 2,000 hours
Maryland dog groomers require 14 weeks of training North Carolina Cosmotologists require 1200 classroom and 1500 clinical hours Nurse Aides Require?
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Step 4) Goals in Creating a Career Ladder
Fine-tune nurse aide skills Assist in building a team approach in the nursing department and in facility Builds cohesiveness among the aides Increase CNA knowledge base because in-services don’t do it alone
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Step 5) Developing Program to Fit Facility Needs
Administration must accept its needs to make a change Changing the work culture Creating a positive work experience
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Effective Training Curriculum
Safety Teamwork Aging and Illness Communication Nutrition Spirituality and Dying Your Resident’s Quality of Life Dementia Care The Importance of Family
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Facility-wide Buy-in Must have everyone on the caregiving team involved Taught by entire caregiving team, not just SDC
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Create a Career Ladder Committee from All Levels of Staff
Assign a champion out of that committee who is responsible for overseeing the program Doesn’t have to be the SDC
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Determine Eligibility, Selection and Evaluation
Set the level of eligibility expectations for your CNAs per your facility standard Staff should meet or exceed expectations for program e. g. Experience, competencies, disciplinary actions, evaluations
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Determine Compensation and Recognition
The hardest part to accept Token compensation is not enough Build in graduation and post-graduation recognition
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Class Logistics Taught on company time, not CNA time
Need creative scheduling, supervisors committed to step in during the hour the CNAs are out. Hold classes in a concentrated period of time – don’t drag it out
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Tips for the Instructors
Available Enthusiastic Build a relationship with each student Step back and let students lead
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Simple Scripted Format
The easier you make it, the more likely it will be used and adapted effectively Individualize the script for each instructor
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Learning Experience Variety, variety, variety
Break up lectures with exercises and roleplays Create content appropriate for different types of adult learners Draw on participants’ work and life experiences
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Career Ladder Training Examples
Teambuilding – Untangling the Team From the Resident’s Point of View (handout) The Ultimate Caregiver
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Real World Benefits $14 million saved in first eight months in large national chain
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