Editor鈥檚 note: An excerpt of this article was originally posted in the What Paramedics Want in 2024 report, based on the EMS Trend Survey, conducted jointly by SA国际传媒 and Fitch & Associates, and sponsored by Pulsara. Download your copy for a comprehensive look into the challenges, trends, and pressing issues facing EMS providers and agencies.
And, get ahead of the curve with the What Paramedics Want in 2024 webinar, revealing the latest insights into paramedic needs and aspirations.
Most EMS providers consider the job a calling 鈥� and that makes sense. Working as an EMT or paramedic is not the kind of job you do until something more interesting comes along. However, even a calling needs to be nurtured.
In this year鈥檚 What Paramedics Want industry survey, we asked providers for one thing an agency could do to encourage the development of a long-term EMS career. We鈥檝e compiled reader comments related to eight areas of requested investment and added resources to assist in supporting providers.
Unsurprisingly, increased compensation was frequently mentioned, but there were several other requests for professional development support that cost leaders nothing aside from a small emotional investment in their employees.
How is your agency supporting your career ambitions? Send an email to editor@ems1.com and share your agency鈥檚 success story.
1. Increased pay and benefits
- Higher wages to ensure financial stability and reduce the need for multiple jobs
- Better benefits, including healthcare, retirement plans and pensions
鈥淏etter pay and benefits with good retirement.鈥�
鈥淏etter pay for my time spent away from home.鈥�
鈥淭he pay must change and increase.鈥�
鈥淓verything is great, just better benefits and pay.鈥�
鈥淧ay paramedics the same as nurses for the same job.鈥�
鈥淏etter compensation that allows me to not have to work more than one job and be around my family more.鈥�
鈥淗ave competitive pay with other services and better benefits, decreasing need in overtime hours.鈥�
鈥淚ncrease the pay so that providers could earn a stable income with one job.鈥�
鈥淚ncrease pay. My job is wonderful and the people are great, it鈥檚 just the money.鈥�
2. Career advancement and development
- Defined career ladders and advancement opportunities
- Paid time off for training and education
- Support for continuing education, certifications and advanced degrees
- Leadership and mentorship programs
鈥淲e need a true career ladder that leads to jobs not as physically demanding.鈥�
鈥淒evelop a career ladder to mimic fire service.鈥�
鈥淔inancially incentivize progress in education and career.鈥�
鈥淏etter leadership training with positions to advance.鈥�
鈥淧rovide more in-house training and career development.鈥�
鈥淢entorship in leadership and furthering career.鈥�
鈥淓ncourage career development and promote conferences, research and studies to participate in.鈥�
鈥淐reate a culture and/or policy with designated career paths or steps to promote within the department, and affiliations with local schools to promote, value, and/or subsidize higher education.鈥�
3. Work-life balance
- Reduced mandatory overtime and more predictable schedules
- Adequate staffing to prevent burnout and ensure time off
- Moving away from 24-hour shifts
鈥淚mprove staffing. Be it by improving pay, offering educational incentives for new hires or other methods, doing the job of two people consistently should not be a thing.鈥�
鈥淚ncrease the amount of ambulances on the streets to reduce the Paramedic鈥檚 daily call volume.鈥�
鈥淲e need less hours worked without sacrifice of a livable wage and benefits.鈥�
鈥淔lexible scheduling to allow of advancement of education.鈥�
鈥淩educe/eliminate egregious mandatory overtime shifts.鈥�
鈥淐onsistent schedule allowing for education.鈥�
鈥淩educe the workload that I am personally responsible for. It is impossible to do anything well when you are spread so thin.鈥�
4. Leadership and management improvements
- Stronger, more transparent leadership
- Leadership training for current and future leaders
- Reduction in favoritism and politics within the organization
鈥淭rain leadership on how to LEAD and guide rather than have favorites and ridicule.鈥�
鈥淟eadership transparency, end buddy club.鈥�
鈥淩ebuild the management model.鈥�
鈥淩ecognize the potential in some leaders and quit enabling the burnt out, toxic ones.鈥�
鈥淪tronger leadership support for crews.鈥�
鈥淭each me to be a better leader.鈥�
鈥淢anagement personnel need to actually follow through with improving conditions, not just keep giving lip service and kicking the can down the road.鈥�
鈥淧rovide genuine support and leadership and a level of confidence that they have your back. Eliminate self-serving leaders and poor leadership in general by correcting poor promotional selection processes.鈥�
5. Professional recognition and respect
- Recognition of EMS professionals as a critical part of the healthcare system
- Treating EMS professionals with respect and valuing their contributions
- Encouraging a positive and supportive work culture
鈥淧rovide incentives or 鈥榯reats鈥� as a thank you for all the hard work.鈥�
鈥淪how more support and recognize and reward personnel for they work they do.鈥�
鈥淐reate a better working environment that focus on the employees.鈥�
鈥淩ecognizing and rewarding the contributions of EMS professionals through incentives, awards, and public acknowledgment. This could help boost morale and motivation, fostering a sense of pride and satisfaction in the work they do.鈥�
6. Health and wellness support
- Mental health resources and support
- Programs to reduce physical and emotional stress
鈥淎dopt trauma-informed leadership and policies.鈥�
鈥淚nitial mental health support needs to be a major focus early on so providers can develop healthy coping strategies and stay mental and physically fit for their career.鈥�
鈥淧hysical, emotional, & mental stressors accompanied with poor financial freedom disincentivizes a long-term career.鈥�
鈥淔ocus on tools to improve mental health and physical health.鈥�
鈥淧rovide more access to mental and physical wellness.鈥�
鈥淏e aware of the needs of the personnel. We are all burnt out and keep getting pushed. We are expected to work when injured, and ill, and beat down. It never stops and it never will because no one in the world above street level medics care enough to make a change.鈥�
7. Improved training and resources
- More hands-on, realistic training
- Access to updated and adequate equipment and resources
鈥淚ncentivize degrees and offer more outside training opportunities.鈥�
鈥淗ave an actual career development path that includes coursework and travel where one can meet peer professionals from other agencies across the nation, like the National Fire Academy.鈥�
鈥淭aking hiring more seriously and allowing new hires to acclimate after training instead of throwing them directly into overtime and situations they aren鈥檛 ready for.鈥�
鈥淢ore information on the job and ability to work shadow.鈥�
鈥淩ealistic training with motivating and encouraging educators/ leaders.鈥�
8. Organizational stability and support
- Consistent policies and stability within the administration
- Better communication between leadership and staff
- Support for work-life balance and family needs
鈥淒o not punish us for our honest mistakes.鈥�
鈥淗ave a more open communication line between ranks.鈥�
鈥淧rovide insight and direction on classes/courses to take. Budget for career development for employees.鈥�
鈥淔ocus on providers and patient care not personal gain and profits.
鈥淓ngagement. Just care about your people. Prioritize your presence as you would for your children. Invest in your employees. Get to know them as more than a number.鈥�
鈥淎sk employees if they are okay instead of punishing them when problems boil. Be proactive in helping them manage stress.鈥�
