A Person-Centered Approach to Staff: Treat Your Employees Like Humans (Not Cogs in a Machine)
You know those customer service calls where you get stuck in an endless loop of “Press 1 for frustration, press 2 for more frustration…” and all you want is a real human to help you?
That’s how a lot of DSPs feel at work.
They show up, ready to make a difference, but instead of being seen as individuals with unique strengths, they get shuffled through a one-size-fits-all system. They’re expected to learn the same way, perform the same way, and be motivated by the same generic incentives— “Got a pulse and a clean criminal background? You’ll do great!” This is a low bar, but it’s far too common.
The irony? IDD providers champion person-centered practices for the people they serve but often overlook applying the same approach to staff. If we want employees to stay, engage, and thrive, we need to treat them like the human beings they are.
Your Staff Are Not Robots (But They Might Feel Like It)
For years, IDD providers have been championing person-centered practices for the individuals they serve. Yet when it comes to staff, many organizations still take a one-size-fits-all approach:
Rigid training and onboarding: Everyone gets the same firehose of information, regardless of experience level.
Cookie-cutter performance reviews: Generic feedback that could apply to anyone and leaves employees wondering if their work actually matters.
Lack of individual growth paths: Promotions based on tenure instead of skills, leading to great DSPs getting thrown into management roles without preparation.
The result? High turnover, disengaged staff, and a workforce that feels like they’re just punching a clock rather than making a meaningful impact.
Apply Person-Centered Thinking to Your Employees
Taking a person-centered approach to staff means treating them as individuals with unique motivations, skills, and career goals. It’s about understanding what makes them tick and creating an environment where they thrive. Here’s how:
1. Personalized Onboarding (Because Not Everyone Learns the Same Way)
Instead of forcing every new hire through the same generic training, consider:
Pre-assessments: Find out what they already know so you don’t bore experienced staff with the basics.
Mentorship pairings: Connect new hires with experienced employees based on personality and career goals.
Interactive learning: Use hands-on training instead of just click-through computer trainings (nobody remembers slide #47 about documentation best practices).
🔗 Check out this guide on effective onboarding strategies
2. Feedback That Actually Means Something
Ditch the yearly “meh” performance review and opt for:
Regular, informal check-ins that focus on growth, not just mistakes.
Strength-based feedback, highlighting what employees do well and how they can do more of it.
Individualized performance goals, because success looks different for each person.
Remember: If the only time your employees hear feedback is when they mess up, they’ll associate their supervisor with stress—not support.
🔗 Learn how to give and receive critical feedback effectively
3. Career Growth That Doesn’t Feel Like the Hunger Games
Instead of a vague “stick around and maybe you’ll get promoted” approach:
Create clear career pathways so staff know what skills they need to move up.
Offer micro-promotions (e.g., team leads, trainers) so employees don’t feel stuck.
Provide leadership development for those who actually want it—not just the ones who’ve been there the longest. This helps to build a leadership pipeline, so that your organization is never starting from scratch when a new supervisor position opens up.
4. Recognition That Isn’t Just “Employee of the Month”
Recognition should be frequent, meaningful, and personal—not just a generic “good job” email. Try:
Shout-outs in meetings for specific achievements.
Tailored rewards (some people love gift cards, others just want a flexible schedule).
Peer-to-peer recognition so it’s not just coming from management.
Think about it: getting a $10 gift card as a “thank you” after working an 100-hour week is about as satisfying as getting a participation trophy for running a marathon.
The Takeaway: Person-Centered Thinking Isn’t Just for Clients
When you apply person-centered practices to your workforce, staff feel seen, valued, and motivated to stay. Instead of burning out and heading for the exit, they’re more engaged, more productive, and—most importantly—more likely to provide the best care possible.
Here are some steps you can take right now:
Conduct Stay Interviews: Regularly ask current employees what keeps them with your organization and what might entice them to leave. This proactive approach can help you address issues before they lead to turnover.
Develop Individual Development Plans (IDPs): Work with each employee to outline their career goals and the steps needed to achieve them. This shows a commitment to their personal growth and can increase engagement.
Implement a Peer Recognition Program or a Performance-Based Rewards Program: Encourage employees to recognize each other’s achievements or set clear metrics for achieving little, tangible bonuses (like gamifying the work experience).
Offer Flexible Learning Opportunities: Provide access to various training formats (e.g., workshops, online courses, mentorship) to accommodate different learning styles and schedules.
Set Clear Expectations and Provide Resources: Ensure that employees understand their roles and have the necessary tools to succeed. Not all employees will need the same tools—make sure there are regular touchpoints so that they can clearly express their needs.
By taking these steps, you can start creating a more person-centered workplace where employees feel valued and motivated to contribute their best.
Because let’s face it: Your employees deserve better than just a pizza party.
