Wins and workarounds: innovative approaches to workforce challenges

Wins and workarounds for today’s HHS workforce challenges 

Across the country, health and human services (HHS) agencies are reimagining how to support the backbone of their operations: caseworkers. Persistent staffing shortages, rising caseloads, and increased demands for effective outcomes are familiar hurdles that continue evolving and require new, innovative solutions.  

In conversations with leaders from South Dakota, Minnesota, and Missouri, a common theme emerges: meeting HHS workforce challenges requires a combination of new technology, innovative solutions, and supportive policies.  

Rethinking how we attract and retain talent 

HHS agencies in Minnesota and Missouri are facing high vacancy rates and a shifting employee landscape. Minnesota faces a workforce shortage projected to last nearly a decade. Attracting caseworkers with rich benefits packages is not always successful with private sector competition offering higher wages and faster onboarding. Similarly, Missouri is managing growing caseloads with a shrinking workforce, down approximately 1,000 caseworkers compared to previous years, a level unlikely to return. Both states emphasize that slow hiring processes and lengthy onboarding for complex systems exacerbate the pressure on remaining staff. 

Innovative thinking is beginning to shift the landscape. In Minnesota, leaders are tackling high turnover and slow hiring by re-examining job requirements, eliminating barriers like mandatory driver’s licenses, and investing in virtual testing options to promote accessibility. Agencies are also streamlining onboarding and boosting applications by offering better PTO structures and first-year incentives. These practical steps are intended to incentivize new hires to join the agency and stay longer.  

The role of technology in strengthening the workforce 

South Dakota is taking an incremental approach to modernization, showing their workforce a clear vision of where they’re headed. By engaging and exciting new talent, they’re proving that even small steps toward modern technology can make a big impact. This approach helps bridge the gap between legacy systems and the modern environment recent graduates expect, keeping their workforce motivated and invested. 

The focus for Missouri is data. The key to innovating effectively involves preparing for the future – and it starts with creating a cohesive data strategy. Without reliable data, the output of new technologies such as AI or analytics that rely on that data will not be trusted.   Without proper planning with data as a strategic part of the process, AI could potentially increase workload due to caseworkers having to double check AI outputs for accuracy.  

Technology can be more than data and modern user interfaces. In St. Louis County, Minnesota, technology is being leveraged to save time and improve efficiency using an automatic mailing system. The system can fold letters, stuff and seal envelopes, and send mail to residents, saving the county 5-6 full-time equivalents (FTEs) per year. This innovation highlights how technology can assist with workloads, allowing staff to focus on more critical tasks. 

These examples demonstrate how technology, when thoughtfully implemented, can alleviate administrative burdens and empower caseworkers to focus on their mission of serving communities. 

Building a future-ready HHS workforce 

Attracting talent is only the first step. States stress that preparing caseworkers for an evolving HHS landscape is just as crucial. Minnesota believes that a culture of change is as important as the change itself. This mindset adopted at every level of an agency enables faster adoption of new technology and streamlined processes, and policy.  

South Dakota has embraced the concept of the universal caseworker to address workforce challenges. This approach provides flexibility by creating a larger, experienced labor pool capable of managing ebbs and flows across programs. The goal is for every caseworker to have a foundational understanding of all programs, enabling them to provide holistic support to families. By reducing touchpoints and wrapping services around the family, this model not only streamlines processes but also makes it easier for individuals to seek help when they need it most. 

Missouri stands out with its “talent marketplace” initiative—giving caseworkers opportunities to pursue short-term projects, seek mentorship, and gain exposure to other areas within their agency. This approach encourages on-the-job learning, enables internal mobility, and boosts job satisfaction, all while supporting the agency’s agility and adaptability. 

South Dakota has introduced individualized learning paths for caseworkers, supported by digital tools and active leadership engagement. Caseworkers identify the skills they want to strengthen, and receive support through online learning, peer guidance, and targeted coaching. This strategy keeps professional growth accessible and closely connected to better outcomes for clients. 

Putting citizens at the center of their care 

States across the nation are leveraging technology to enhance citizen services while streamlining workloads for caseworkers. South Dakota has made significant strides in empowering citizens through an intuitive portal. By providing individuals greater autonomy in accessing and managing their benefits (application status, document upload, etc.), South Dakota was able to reduce the amount of work for caseworkers.  

In Stearns County, Minnesota, they have introduced an AI-powered interview assistant to help with reading mandatory verbiage to applicants and collecting voice signatures. This tool has saved caseworkers 15 minutes per application by automating this tedious task. This innovation not only reduces call center and caseworker time but also improves the overall citizen experience. 

Missouri emphasizes the critical role of citizens in streamlining workloads. Missouri highlights that trust is essential when introducing automation and AI. Success with these tools depends on maintaining trust with citizens, who are key stakeholders in the process. By prioritizing the citizen experience and involving citizens as active participants, Missouri can ensure that technology strengthens, rather than hinders, the relationship between the state and the individuals they serve. 

Outcome-driven success  

A common thread among all of these efforts is how success is measured: by outcomes. Real progress means meaningful results for both the caseworkers, the agency, and the people they serve.  

In St. Louis County, Minnesota, efficiency gains such as improved autorenewal and auto verification rates are tracked to measure success. By investing in technology to help improve these rates, they are also investing in giving caseworkers more time to focus on complex cases and giving residents quicker access to the benefits and services they need.  

Stearns County, Minnesota, is tracking caseworker call volumes and the speed from application to approval. These insights allow the agency to identify bottlenecks, improve service delivery, and allocate resources to where they will have the biggest impact.  

For Missouri, intentional planning lays the foundation for positive change. By setting strong baselines and focusing on outcomes before launching new initiatives, the state ensures resources are used effectively. This approach builds trust, increases stakeholder buy-in, and drives measurable improvements that enhance service delivery while empowering staff with the tools to succeed. 

South Dakota brings a holistic approach to their outcomes. Not only are they interested in first contact to resolution, but they also plan to track outcomes once an individual stops receiving benefits. For example, by connecting program data with insights from the Department of Labor, the state has a more complete picture to evaluate whether services lead to long-term stability. 

Key takeaways for HHS leaders and teams

To address workforce challenges, HHS leaders are being asked to find outcome-focused solutions that fit the agency’s needs. Experiences from South Dakota, Minnesota, and Missouri show how each agency is working to invest in its caseworkers, from recruiting practices to technology. 

There’s no single solution to the complex workforce challenges facing HHS today. Progress comes from learning from others within your own state and across state lines, adapting as needs evolve and always keeping the human impact at the center of all initiatives. Collaboration with vendors who understand agency needs is also essential to ensure that technology solutions are effective and aligned with organizational goals. By applying these lessons, HHS agencies can strengthen their teams and, most importantly, improve outcomes for those they serve.