Editor’s 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 EMS1 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 – 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’s 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’ve 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’s 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
“Better pay and benefits with good retirement.”
“Better pay for my time spent away from home.”
“The pay must change and increase.”
“Everything is great, just better benefits and pay.”
“Pay paramedics the same as nurses for the same job.”
“Better compensation that allows me to not have to work more than one job and be around my family more.”
“Have competitive pay with other services and better benefits, decreasing need in overtime hours.”
“Increase the pay so that providers could earn a stable income with one job.”
“Increase pay. My job is wonderful and the people are great, it’s just the money.”
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
“We need a true career ladder that leads to jobs not as physically demanding.”
“Develop a career ladder to mimic fire service.”
“Financially incentivize progress in education and career.”
“Better leadership training with positions to advance.”
“Provide more in-house training and career development.”
“Mentorship in leadership and furthering career.”
“Encourage career development and promote conferences, research and studies to participate in.”
“Create 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.”
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
“Improve 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.”
“Increase the amount of ambulances on the streets to reduce the Paramedic’s daily call volume.”
“We need less hours worked without sacrifice of a livable wage and benefits.”
“Flexible scheduling to allow of advancement of education.”
“Reduce/eliminate egregious mandatory overtime shifts.”
“Consistent schedule allowing for education.”
“Reduce the workload that I am personally responsible for. It is impossible to do anything well when you are spread so thin.”
4. Leadership and management improvements
- Stronger, more transparent leadership
- Leadership training for current and future leaders
- Reduction in favoritism and politics within the organization
“Train leadership on how to LEAD and guide rather than have favorites and ridicule.”
“Leadership transparency, end buddy club.”
“Rebuild the management model.”
“Recognize the potential in some leaders and quit enabling the burnt out, toxic ones.”
“Stronger leadership support for crews.”
“Teach me to be a better leader.”
“Management personnel need to actually follow through with improving conditions, not just keep giving lip service and kicking the can down the road.”
“Provide 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.”
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
“Provide incentives or ‘treats’ as a thank you for all the hard work.”
“Show more support and recognize and reward personnel for they work they do.”
“Create a better working environment that focus on the employees.”
“Recognizing 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.”
6. Health and wellness support
- Mental health resources and support
- Programs to reduce physical and emotional stress
“Adopt trauma-informed leadership and policies.”
“Initial 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.”
“Physical, emotional, & mental stressors accompanied with poor financial freedom disincentivizes a long-term career.”
“Focus on tools to improve mental health and physical health.”
“Provide more access to mental and physical wellness.”
“Be 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.”
7. Improved training and resources
- More hands-on, realistic training
- Access to updated and adequate equipment and resources
“Incentivize degrees and offer more outside training opportunities.”
“Have 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.”
“Taking hiring more seriously and allowing new hires to acclimate after training instead of throwing them directly into overtime and situations they aren’t ready for.”
“More information on the job and ability to work shadow.”
“Realistic training with motivating and encouraging educators/ leaders.”
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
“Do not punish us for our honest mistakes.”
“Have a more open communication line between ranks.”
“Provide insight and direction on classes/courses to take. Budget for career development for employees.”
“Focus on providers and patient care not personal gain and profits.
“Engagement. 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.”
“Ask employees if they are okay instead of punishing them when problems boil. Be proactive in helping them manage stress.”
