Breaking the Cycle of High Turnover in Human Services: Practical Lessons from UMN Experts
If you’re leading a human services agency right now, you probably know the feeling: vacancies are piling up, overtime is draining your budget, and every time you hire someone new, you’re already bracing for when they’ll quit. It’s exhausting—and worse, it can feel like there’s no way out.
But here’s the truth: there is a path forward. Agencies across the country are proving it’s possible to turn the corner, reduce turnover, and build the kind of workforce that doesn’t just survive—but thrives.
Recently, I sat down with Kris Foss and Chet Tschetter from the University of Minnesota’s Institute on Community Integration. Their team at Direct Support Workforce Solutions works with providers every day who are stuck in this cycle—and they’ve seen what it takes to break free. What they shared wasn’t a silver bullet, but rather a series of practical, doable steps that any agency can start taking right now.
Step One: Stop Guessing—Start Listening
When the staffing crisis hits, most leaders feel pressure to act fast. But Foss and Tschetter stress the importance of slowing down enough to ask and listen first. What’s frustrating staff the most? What small fixes could relieve pressure tomorrow? Sometimes the first wins are hiding in plain sight, but you won’t see them without asking.
Step Two: Look at the Right Data
Too often, leaders think of data as cold numbers on a spreadsheet. But the right data tells a story—and that story can save you thousands of dollars and hundreds of headaches. Foss and Tschetter explained how analyzing turnover “hot spots” (where staff are leaving faster) and bright spots (where supervisors or programs are keeping staff longer) gives leaders a roadmap for change. Their team even developed tools that make spotting these outliers far more manageable.
Here’s the kicker: many providers don’t realize how much their “stuck spots” are already costing them. Research from UMN suggests that each turnover costs at least $5,000, and often closer to $7k-$8k+. Multiply that by dozens—or hundreds—of staff leaving each year, and the financial picture gets grim fast.
Step Three: Invest in People, Not Just Shifts
When vacancies dominate your calendar, it’s tempting to think only in terms of coverage. But Foss and Tschetter remind us: agencies can’t just “staff their way out” of a workforce crisis. Instead, they need to develop a leadership pipeline, strengthen onboarding, and create mentorship opportunities that help employees feel supported.
One particularly powerful strategy: realistic job previews. By showing new hires the real challenges of direct support work—not just the rosy parts—agencies actually keep more staff long-term. It’s counterintuitive but proven: the more honest you are upfront, the more resilient and prepared new employees will be.
From Survival Mode to Stability
What struck me most in this conversation wasn’t just the strategies—it was the perspective shift. Agencies often think they’re too deep in crisis to make changes. But Foss and Tschetter see over and over that small, intentional moves can create a ripple effect: staff start to feel heard, supervisors start to lead with confidence, and agencies start to reclaim control of their future.
It’s not about fixing everything overnight. It’s about taking the first right step, then the next.
Why This Matters
If you’re leading an agency right now, this isn’t just theory. Every turnover is costing you thousands. Every unfilled shift is wearing down your best people. But with the right tools and a shift in approach, you can stop the bleeding and start building a workforce that lasts.
And if UMN’s Direct Support Workforce Solutions can help dozens of providers do it, so can you.
Want to dive deeper? Check out my full conversation with Kris Foss and Chet Tschetter on Episode 51 of the podcast, where we unpack these ideas with even more practical examples and insights.
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