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The Labor Metrics that Matter Most in Senior Care

December 7, 2022 | Rachel Gee

What’s measured is managed. And for senior care providers, what’s measured is also what drives performance. The operation of your community is dependent on revenue, therefore you need to make sure you’re operating as efficiently as possible and not mismanaging expenses.


For most providers, labor is their largest expense. The right metrics can help you not only reduce excess labor costs, but provide the insights you need to be more strategic in your approach to staff consistently for quality care and service, boost staff satisfaction, and increase employee engagement.


Here is a complete list of metrics every senior care operator should include in their scorecard.


Focus on Utilization

What to Measure:

  • Full-time staff that are being underutilized, but still receiving full-time benefits
  • Part-time staff that are being overutilized and are legally eligible to receive benefits
  • PRN staff that are being underutilized

Frequency: Start and end of each pay period



What to Measure:

  • Total open positions
  • Total candidates contacted vs. candidate responses
  • Total scheduled interviews
  • Job offers presented

Frequency: Weekly


Staffing to Budget Requirements

What to Measure:

  • Staffing below your labor budget minimums
  • Staffing above your target labor budget
  • Anticipated or sudden move-ins and move-outs

Frequency: Daily


Causes of Overtime

What to Measure:

  • Scheduled overtime: overtime that’s built into the schedule
  • Incremental overtime: caused by employees punching in early and/or out late
  • Frictional overtime: occurs as the result of a call off, no show, or open shift

Frequency: Daily; start and end of each pay period


Open Shift Distribution

What to Measure:

  • Total open number of shifts by position, location, and department
  • Number of communication attempts to fill openings
  • Employees willing to work openings
  • Employees selected to work opening

Frequency: End of each pay period


Employee Call-Offs and No Shows

What to Measure:

  • Employees who called off and the reason
  • Employees who were a no-show for a shift
  • Total call offs/no shows

Frequency: End of each pay period


Staff Satisfaction

What to Measure:

  • High/low satisfaction by position, location, and department
  • Survey response results
  • Actionable feedback from staff members

Frequency: Weekly


Turnover and Retention

What to Measure:

  • Turnover in the first 90 days
  • Positions/departments with the highest/lowest turnover and retention

Frequency: Monthly


Need help developing an action plan to gather this information? Contact us to learn more or request a demo. 



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About Rachel Gee

Rachel Gee is the Content Marketing Manager at OnShift.

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