The Case Management Aging Workforce: Preparing for the Future of the Profession
NEWS FLASH!! The case management workforce is aging, presenting both challenges and opportunities for the future of the profession. As more experienced case managers approach retirement, we must proactively address succession planning, workforce sustainability and knowledge transfer.
According to the 2024 Case Management Salary and Trends Survey conducted by the Case Management Institute, a significant majority of case managers are aged 40 or older, reinforcing the profession’s status as a mid- to late-career transition rather than an entry-level role. While this trend contributes to a workforce rich in experience and expertise, it also raises concerns about the future pipeline of professionals entering the field and the strategies needed to maintain a robust workforce.
UNDERSTANDING THE WORKFORCE DEMOGRAPHICS
The 2024 survey data provides critical insights into the age distribution of case managers:
- 82% of case managers are aged 40 or older.
- Only 2% of case managers are under the age of 30.
- The 31-50 age group has seen a slight increase from 40% in 2022 to 42% in 2024, suggesting some replenishment in the pipeline.
- There has been a minor decline in the 61-70 age group, from 21% to 19%, indicating early retirements or workforce attrition.
- Case managers tend to enter the profession after years of experience in other healthcare roles, with 86% having over a decade of prior healthcare experience.
These statistics indicate that case management remains a field that attracts seasoned healthcare professionals rather than those at the start of their careers. While this provides a strong foundation of knowledge and expertise, it also means that as the older workforce retires, fewer early-career professionals are available to replace them. Without targeted efforts to attract and retain new professionals, the field could face a shortage in the coming years.
CHALLENGES OF AN AGING WORKFORCE
The aging demographic of the case management workforce presents several key challenges. First, the anticipated wave of retirements could lead to staffing shortages, making it increasingly difficult for healthcare organizations to meet the growing demand for case management services. As experienced professionals exit the field, a wealth of clinical, regulatory and administrative knowledge is at risk of being lost. This makes knowledge transfer a critical concern, necessitating structured mentoring and training programs to preserve institutional expertise.
Another challenge is the limited entry pathways for younger professionals. With only 2% of case managers under 30, the profession is not widely perceived as an early-career option. This could stem from a lack of exposure to case management in nursing, social work and allied health education programs. Additionally, high caseloads and burnout remain significant issues, which may further deter new entrants and accelerate retirements among existing professionals.
RECOMMENDATIONS FOR FUTURE WORKFORCE PLANNING
To ensure the stability and growth of the case management profession, healthcare organizations and industry leaders must implement proactive workforce strategies.
1. STRENGTHENING SUCCESSION PLANNING
One of the most effective ways to prepare for workforce changes is through structured mentorship and leadership development programs. Organizations should encourage experienced case managers to serve as mentors and preceptors, providing guidance and training to newer professionals. These programs can facilitate knowledge transfer, ensuring that essential skills and insights are passed down before retirements occur. Additionally, succession planning should be formalized at the organizational level, identifying and preparing high-potential employees for leadership roles.
2. EXPANDING ENTRY PATHWAYS AND EARLY CAREER ENGAGEMENT
Attracting younger professionals to the field requires a shift in how case management is positioned within healthcare career paths. Case management should be introduced earlier in nursing, social work and allied health curricula, making it a more visible and viable career choice. Internship and residency-style training programs specifically for case management could help bridge the gap for new graduates looking to enter the profession. Healthcare organizations can also partner with educational institutions to create structured pathways for early-career professionals, providing them with opportunities to gain exposure and hands-on experience in case management.
3. LEVERAGING TECHNOLOGY TO SUPPORT EFFICIENCY AND RETENTION
Technology can play a vital role in improving efficiency and reducing administrative burdens for case managers. AI-assisted documentation, predictive analytics for patient outcomes and virtual case management platforms can streamline workflows, allowing case managers to focus more on patient care and less on paperwork. By integrating these tools into daily practice, organizations can improve job satisfaction, reduce burnout and retain experienced case managers longer.
4. PROMOTING FLEXIBLE WORK MODELS
The shift toward hybrid and remote work has become increasingly prevalent in case management, providing greater flexibility and work-life balance. Supporting these models can help attract a broader workforce, including younger professionals who prioritize workplace flexibility. Organizations should continue to explore innovative team-based case management models that allow for both in-person and virtual engagement, ensuring efficiency while maintaining high-quality patient care.
5. ENCOURAGING CERTIFICATION AND PROFESSIONAL DEVELOPMENT
Professional certifications such as the Certified Case Manager (CCM) and Accredited Case Manager (ACM) designations provide a pathway for career advancement and skill development. Employers should actively support certification programs by offering reimbursement, study resources or incentives for achieving certification. Encouraging professional development not only enhances the skill set of individual case managers but also strengthens the overall quality of care within the industry.
6. ADDRESSING BURNOUT AND ENHANCING WORKPLACE WELLNESS
Burnout remains a pressing concern in case management, particularly with high caseloads and increasing administrative demands. Organizations should implement workload management strategies to ensure that caseloads remain reasonable and sustainable. Wellness initiatives, mental health support and opportunities for professional growth can help retain staff and improve overall job satisfaction. Case managers who feel valued and supported are more likely to stay in the profession and mentor the next generation.
The case management profession stands at a critical crossroads as it navigates an aging workforce and evolving healthcare demands. While the field benefits from a wealth of experienced professionals, strategic actions must be taken to ensure long-term sustainability. By investing in succession planning, expanding entry pathways, leveraging technology and addressing workforce wellness, the case management profession can build a stable and thriving workforce for the future. Proactive steps taken today will ensure that case management continues to play a vital role in healthcare coordination, patient outcomes and system efficiency for years to come.
, DNP, RN, CCM, CMAC, CMGT-BC, CMCN, ACM-RN, FCM, FAACM, is the associate chief clinical operations officer, care continuum for University of Illinois Health System and the immediate past president of the Case Management Society of America National Board of Directors and president-elect of CMSA Chicago. She has held positions in acute care as director of case management at several acute care facilities and managed care entities in Illinois, overseeing utilization review, case management and social services for over 14 years; piloting quality improvement initiatives focused on readmission reduction, care coordination through better communication and population health management. Her current passion is in the area of improving health literacy. She is the recipient of the CMSA Foundation Practice Improvement Award (2020) and ANA Illinois Practice Improvement Award (2020) for her work in this area. Dr. Morley also received the AAMCN Managed Care Nurse Leader of the Year in 2010 and the CMSA Fellow of Case Management designation in 2022. Her first book, A Practical Guide to Acute Care Case Management, published by Blue Bayou Press, was released in February 2022. Her second book, Practical Guide to Hospital Readmission Reduction, published by Blue Bayou Press was released in February 2024. Her third book, Practical Guide to Acute Care Case Management Leadership, is in the works, targeting publication in 2025. Dr. Morley celebrates 25 years of nursing experience and 20 years in case management in 2024. Her clinical specialties include med/surg, oncology and pediatric nursing. She received her ADN at South Suburban College in South Holland, Illinois; BSN at Jacksonville University in Jacksonville, Florida, MSN from Norwich University in Northfield, Vermont, and her DNP at Chamberlain College of Nursing.
, RN, CCM, FCM, is the co-founder and CEO of the Case Management Institute. She has extensive clinical and case management experience, including complex and transplant case management. She is the author of CCM Certification Made Easy: Your Guide to Passing the Certified Case Manager Exam, currently in its 3rd edition, and Foundations of Case Management: A Practical Guide for RNs Transitioning from Nurse to Case Manager. She also created several courses for nurses and case managers. Deanna is passionate about developing the case management workforce. As CEO of the Case Management Institute, she is dedicated to decreasing barriers to entry into the profession and developing case managers into leaders. She is also the co-founder and leader of the Case Managers Community, a Facebook group of over 30,000 case managers. Deanna has served on the Board of Directors of the CMSA Foundation and, is a member of The National Nurses In Business Association (NNBA) and The Case Management Society of America (CMSA), where she currently serves on the Membership Committee.
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