Addressing National Shortages of Human Services Workers
January 14, 2026by Victor S. Valentine, CEO of NHSA
“The test of our progress is not whether we add more to the abundance of those who have much; it is whether we provide enough for those who have too little.” — Franklin D. Roosevelt
Human service organizations across the country face persistent workforce shortages that challenge our collective ability to meet growing community needs. From frontline practitioners to supervisors and program leaders, gaps in staffing are straining already overextended systems. For many organizations, these shortages are not simply about recruitment—they reflect long-standing issues related to career advancement, professional recognition, and the sustainability of human services as a profession.
To address these challenges, it has been the contention of NHSA that our sector must focus as much on growing talent from within as we do on attracting new entrants. Identifying emerging leaders, establishing clear career pathways, and investing in professional development are essential strategies for retention and resilience. When staff can see how their roles evolve—from entry-level positions to supervisory and leadership opportunities—they are more likely to remain engaged, committed, and effective over the long term.
Many NHSA members and partners are already modeling what this looks like in practice. Organizations within the Community Action Partnership support a wide range of training and leadership development efforts across their agencies, including professional learning focused on program management, results-oriented accountability, and executive leadership development for current and aspiring leaders. These investments strengthen organizational capacity while creating pathways for staff to grow into increasingly complex roles.
Similarly, the National Youth Employment Coalition advances workforce readiness and career development through training, technical assistance, and national learning networks that equip practitioners with the skills needed to support young people entering and advancing in the workforce. NYEC’s professional learning communities not only strengthen youth-serving programs—they also help cultivate the next generation of human services professionals and leaders.
Early exposure and structured skill-building are also critical to sustaining the pipeline into human services careers. Boys & Girls Clubs of America has long demonstrated how leadership development and workforce readiness experiences can introduce meaningful career pathways in youth services and community leadership. Likewise, the American Red Cross continues to model how accessible training and recognized certifications build professional skills, reinforce career identity, and support advancement across disaster response, caregiving, and community support roles.
Equally important is sustained investment in professional development and credentialing that validates skills, builds confidence, and enhances service quality. When paired with supportive supervision, manageable workloads, and trauma-informed workplace cultures, these strategies send a clear message: people are our most critical infrastructure.
Addressing workforce shortages will not happen overnight. But by aligning our efforts around internal leadership development, clear career pathways, and accessible learning opportunities, we can begin to rebuild a workforce that is prepared, resilient, and committed to the mission of human services. Through shared learning and collective action—core strengths of the National Human Services Assembly and our member network—we can ensure that the people who do this work are developed, supported, and positioned to lead our sector into the future.