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What Can Be Done To Improve EMS Recruitment?

by  Public Safety Group     Apr 30, 2026
ems-recruitment

EMS agencies across the country are facing a critical challenge: finding and keeping qualified professionals. Recruitment and retention are connected, with progress in one often depending on the other. When agencies struggle to recruit, existing staff feel the strain. When retention falters, recruitment becomes even harder.  

To better understand what’s working and what isn’t, we asked EMS professionals, instructors, and program directors to share their experiences. and offer advice to their peers across the country.  

The State of EMS Recruitment

In 2025, we surveyed 483 EMS instructors and program directors nationwide to better understand the state of EMS recruitment. An overwhelming 85% reported difficulty recruiting EMS professionals, prompting a deeper look at the challenges agencies face and the strategies they use.  

Download the State of EMS Recruitment

Who Responded 

Respondents represented every U.S. region. Nearly half served populations of 50,001 or more, while very small agencies were rare. Most agencies employed staff primarily in their 20s and 30s, though many reported a broad age range. Gender diversity was relatively strong, age diversity moderate, and racial and ethnic diversity less common. About one-third of agencies surveyed are primarily or fully volunteer based.  

Workforce Conditions 

Nearly all respondents reported EMS staffing shortages, ranging from slight (45%) to significant (39%) to crisis-level (6%). Just 2% reported a surplus.  

Funding and Training

Funding sources varied widely across agencies. Only about one-third received state funding, and fewer than 16% received federal funding for EMS training, with even fewer receiving government funding for recruitment. 

Training costs were split between students, agencies, or a combination of both, often depending on grants or service commitments. Training delivery was evenly divided between in-person and hybrid formats, with schedules ranging from full-day to nighttime or partial-day programs. 

Benefits and Retention Support

Most agencies offered healthcare benefits (78%) and mental health support (nearly 70%). Fewer provided career advancement (63%) or mentorship (52%). Flexible scheduling was common, and 84% offered overtime or extra shifts. 

Recruitment Challenges and Strategies 

Nearly 85% of respondents reported difficulty recruiting EMS professionals, particularly paramedics. The most common barriers were a lack of qualified candidates and noncompetitive pay, followed by the time and cost of training and demanding work hours. Respondents also cited generational expectations, limited benefits, remote locations, complex state processes, and weakened retirement systems as ongoing challenges. 

Download the State of EMS Recruitment

Advice from the Field 

As part of the survey, we asked for advice to improve recruitment. Though some said they had no good advice to give, others gave encouraging words and offered specific directives to struggling agencies. Here is some advice we received. For those of you struggling to recruit qualified candidates, how might some of these ideas from your peers help your agency move ahead? 

Fix Your Culture First

The most common piece of advice we received is that a strong, supportive culture is the foundation of both recruitment and retention. As one respondent put it: “Culture is everything here.” 

Training repeatedly was noted as a key driver of positive culture. Agencies that invest heavily in training, professional development, and ongoing learning are workplaces employees not just want to stay at, but will also recommend to others.  

As EMS instructor and Chief Operating Officer Richard Landes explained, “The biggest advice I can give is for agencies to understand that their employees are not just a warm body, but an investment for the future. Train, praise, and retrain is important to the success of an employee.”  

Work-life balance was also closely tied to culture. Respondents noted that predictable schedules, adequate time off, and respect for family life help reduce burnout and improve retention in a physically and emotionally demanding field. Many stressed that time with family is just as important as time at work and that employees need to know they can leave work behind. 

Leadership played a major role in shaping culture. Respondents encouraged leaders to avoid favoritism and micromanagement, lead by example, and ensure employees feel respected, heard, and appreciated. Fair treatment, positive messaging, good equipment, and supportive policies all contributed to environments where people want to work and stay. As one instructor noted, “No one wants to work where they are not appreciated, and it is not always about money. How you treat employees makes a huge difference in longevity and activity.” 

Of Course, Pay More 

Many respondents were blunt: pay is a major barrier to recruitment. Low wages were widely described as incompatible with the demands, training, and responsibility required in EMS.  Respondents emphasized that EMS wages must be competitive with other public safety roles and local employers.  

“With low pay, you are forcing your employees to work two to three jobs just to survive,” one respondent wrote. Others stressed that agencies lose qualified staff simply because they cannot offer a livable wage. As one commenter put it, “We lose most to money. Pay them what they are worth, and you will keep them.” 

Advice focused on aiming to exceed local competitors when possible and pursuing additional funding sources to support higher wages if necessary. Respondents encouraged agencies to look closely at what other local employers pay for comparable work and set compensation goals accordingly.  

Benefits Are Just As Important as Pay 

Money matters, but compensation alone is not enough. A strong benefits package that includes healthcare, retirement, mentorship, and advancement opportunities is critical to long-term recruitment success. One EMS leader noted, “Recruiting personnel requires more than just money, benefits, or a flexible schedule—it requires it all.” 

Several respondents pointed out an often-forgotten fact, which is that EMS competes with jobs offering safer environments, predictable hours, and similar or better pay. To remain competitive with other public safety roles, agencies must offer comprehensive benefits and realistic career pathways. Retirement benefits were frequently cited as especially important for those considering EMS as a long-term career.  

Mentorship and continuing education also stood out as essential components of a strong benefits package. Respondents warned against assuming certification equals readiness and encouraged structured mentorship to support new hires. “All too often we tend to view the certification alone as a certificate of confidence,” one respondent wrote. “We are failing at mentoring those who will replace us.”  

Look at Younger Recruitment

Many respondents encouraged agencies to start recruitment earlier, even before high school. Middle school and high school outreach were named as effective ways to introduce EMS as a potential career option before students commit to other paths.  

Others emphasized the importance of understanding what motivates younger generations and tailoring agency messaging accordingly. Effective early recruitment requires meeting younger audiences where they are.  

“You have to find out what motivates the generation of people that you are recruiting,” said one EMS professional. “Because each generation is motivated by different things.” 

Engage With People Face to Face 

Community presence matters. Respondents encouraged agencies to engage directly with the public through schools, job fairs, workforce centers, festivals, and open houses. One respondent noted that getting into the community through health fairs, tradeshows, and workforce development events was a “game changer” for recruitment. 

While social media was seen as helpful, many emphasized that personal interaction offers far greater benefits, as it gives you a way to answer questions, build trust, and show the human side of the agency to the community members that you serve. 

Long-term recruitment success was often tied to consistent, visible community engagement. Deputy Chief Riley Stanchina encouraged agencies to “seek any and every opportunity to connect with potential future employees in your community.” Some respondents also pointed to partnerships with local colleges and workforce programs as a way to create clear, accessible pathways into EMS while staying connected to the community. 

Use Existing Employees to Recruit 

Many respondents said their current employees were their strongest recruitment tool. Employees who feel valued and supported are naturally more likely to recommend their agency and help identify strong candidates. One respondent noted that after decades of staffing ups and downs, “our most effective recruitment tool is our own members and our inclusive environment.” 

Some respondents suggested formal referral incentives, while others emphasized that a healthy, inclusive workplace naturally encourages employees to recruit people who will strengthen the team and culture. One respondent explained that employees who genuinely enjoy their work tend to be thoughtful about who they bring in, noting that those who love their department will be more selective in choosing the right people to bring into the family, and are motivated to recruit colleagues who make the environment better and safer for everyone. 

Create Your Own Pond 

Rather than competing for the same limited pool of licensed providers, several respondents recommended growing talent internally. Strategies to achieve this included hiring unlicensed candidates and supporting them through training, as well as creating clear advancement pathways from EMT to paramedic. Taking this approach lets you build a new pipeline, instead of competing for the same candidates as other agencies. 

Others encouraged agencies to look beyond traditional candidates altogether, including career changers, veterans, seasonal workers, and individuals with strong interpersonal skills and a passion for learning.  

Do More Than One Thing

There are countless recruitment and retention strategies, but respondents advised that agencies should avoid relying on a single strategy. Instead, agencies should take a creative, multi‑track approach that adapts to changing generational preferences and regional realities.  

Don’t Give Up 

Recruitment and retention are difficult. If your agency is facing challenges, remember that you are not alone. The process can be demanding and frustrating. Persistence, collaboration, and continued experimentation are essential, even when progress feels slow or inconsistent. 

Small wins, incremental improvements, and lessons learned along the way were viewed as key parts of the process. For those leading recruitment efforts, the message was clear: lean on peers, share ideas, learn from what hasn’t worked, and keep moving forward together.  

We are grateful to everyone who took the time to answer our survey and offer advice to EMS agencies across the country who struggle with recruitment. We hope you take away something new to add to your strategies as you continue to build an agency of skilled, happy EMS professionals who serve your community with passion, empathy, and the best care. 

Additional EMS Recruitment Resources 

Here are some other resources to check out for new ideas to guide your recruitment efforts:  

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What Can Be Done To Improve EMS Recruitment?

by  Public Safety Group     Apr 30, 2026
ems-recruitment

EMS agencies across the country are facing a critical challenge: finding and keeping qualified professionals. Recruitment and retention are connected, with progress in one often depending on the other. When agencies struggle to recruit, existing staff feel the strain. When retention falters, recruitment becomes even harder.  

To better understand what’s working and what isn’t, we asked EMS professionals, instructors, and program directors to share their experiences. and offer advice to their peers across the country.  

The State of EMS Recruitment

In 2025, we surveyed 483 EMS instructors and program directors nationwide to better understand the state of EMS recruitment. An overwhelming 85% reported difficulty recruiting EMS professionals, prompting a deeper look at the challenges agencies face and the strategies they use.  

Download the State of EMS Recruitment

Who Responded 

Respondents represented every U.S. region. Nearly half served populations of 50,001 or more, while very small agencies were rare. Most agencies employed staff primarily in their 20s and 30s, though many reported a broad age range. Gender diversity was relatively strong, age diversity moderate, and racial and ethnic diversity less common. About one-third of agencies surveyed are primarily or fully volunteer based.  

Workforce Conditions 

Nearly all respondents reported EMS staffing shortages, ranging from slight (45%) to significant (39%) to crisis-level (6%). Just 2% reported a surplus.  

Funding and Training

Funding sources varied widely across agencies. Only about one-third received state funding, and fewer than 16% received federal funding for EMS training, with even fewer receiving government funding for recruitment. 

Training costs were split between students, agencies, or a combination of both, often depending on grants or service commitments. Training delivery was evenly divided between in-person and hybrid formats, with schedules ranging from full-day to nighttime or partial-day programs. 

Benefits and Retention Support

Most agencies offered healthcare benefits (78%) and mental health support (nearly 70%). Fewer provided career advancement (63%) or mentorship (52%). Flexible scheduling was common, and 84% offered overtime or extra shifts. 

Recruitment Challenges and Strategies 

Nearly 85% of respondents reported difficulty recruiting EMS professionals, particularly paramedics. The most common barriers were a lack of qualified candidates and noncompetitive pay, followed by the time and cost of training and demanding work hours. Respondents also cited generational expectations, limited benefits, remote locations, complex state processes, and weakened retirement systems as ongoing challenges. 

Download the State of EMS Recruitment

Advice from the Field 

As part of the survey, we asked for advice to improve recruitment. Though some said they had no good advice to give, others gave encouraging words and offered specific directives to struggling agencies. Here is some advice we received. For those of you struggling to recruit qualified candidates, how might some of these ideas from your peers help your agency move ahead? 

Fix Your Culture First

The most common piece of advice we received is that a strong, supportive culture is the foundation of both recruitment and retention. As one respondent put it: “Culture is everything here.” 

Training repeatedly was noted as a key driver of positive culture. Agencies that invest heavily in training, professional development, and ongoing learning are workplaces employees not just want to stay at, but will also recommend to others.  

As EMS instructor and Chief Operating Officer Richard Landes explained, “The biggest advice I can give is for agencies to understand that their employees are not just a warm body, but an investment for the future. Train, praise, and retrain is important to the success of an employee.”  

Work-life balance was also closely tied to culture. Respondents noted that predictable schedules, adequate time off, and respect for family life help reduce burnout and improve retention in a physically and emotionally demanding field. Many stressed that time with family is just as important as time at work and that employees need to know they can leave work behind. 

Leadership played a major role in shaping culture. Respondents encouraged leaders to avoid favoritism and micromanagement, lead by example, and ensure employees feel respected, heard, and appreciated. Fair treatment, positive messaging, good equipment, and supportive policies all contributed to environments where people want to work and stay. As one instructor noted, “No one wants to work where they are not appreciated, and it is not always about money. How you treat employees makes a huge difference in longevity and activity.” 

Of Course, Pay More 

Many respondents were blunt: pay is a major barrier to recruitment. Low wages were widely described as incompatible with the demands, training, and responsibility required in EMS.  Respondents emphasized that EMS wages must be competitive with other public safety roles and local employers.  

“With low pay, you are forcing your employees to work two to three jobs just to survive,” one respondent wrote. Others stressed that agencies lose qualified staff simply because they cannot offer a livable wage. As one commenter put it, “We lose most to money. Pay them what they are worth, and you will keep them.” 

Advice focused on aiming to exceed local competitors when possible and pursuing additional funding sources to support higher wages if necessary. Respondents encouraged agencies to look closely at what other local employers pay for comparable work and set compensation goals accordingly.  

Benefits Are Just As Important as Pay 

Money matters, but compensation alone is not enough. A strong benefits package that includes healthcare, retirement, mentorship, and advancement opportunities is critical to long-term recruitment success. One EMS leader noted, “Recruiting personnel requires more than just money, benefits, or a flexible schedule—it requires it all.” 

Several respondents pointed out an often-forgotten fact, which is that EMS competes with jobs offering safer environments, predictable hours, and similar or better pay. To remain competitive with other public safety roles, agencies must offer comprehensive benefits and realistic career pathways. Retirement benefits were frequently cited as especially important for those considering EMS as a long-term career.  

Mentorship and continuing education also stood out as essential components of a strong benefits package. Respondents warned against assuming certification equals readiness and encouraged structured mentorship to support new hires. “All too often we tend to view the certification alone as a certificate of confidence,” one respondent wrote. “We are failing at mentoring those who will replace us.”  

Look at Younger Recruitment

Many respondents encouraged agencies to start recruitment earlier, even before high school. Middle school and high school outreach were named as effective ways to introduce EMS as a potential career option before students commit to other paths.  

Others emphasized the importance of understanding what motivates younger generations and tailoring agency messaging accordingly. Effective early recruitment requires meeting younger audiences where they are.  

“You have to find out what motivates the generation of people that you are recruiting,” said one EMS professional. “Because each generation is motivated by different things.” 

Engage With People Face to Face 

Community presence matters. Respondents encouraged agencies to engage directly with the public through schools, job fairs, workforce centers, festivals, and open houses. One respondent noted that getting into the community through health fairs, tradeshows, and workforce development events was a “game changer” for recruitment. 

While social media was seen as helpful, many emphasized that personal interaction offers far greater benefits, as it gives you a way to answer questions, build trust, and show the human side of the agency to the community members that you serve. 

Long-term recruitment success was often tied to consistent, visible community engagement. Deputy Chief Riley Stanchina encouraged agencies to “seek any and every opportunity to connect with potential future employees in your community.” Some respondents also pointed to partnerships with local colleges and workforce programs as a way to create clear, accessible pathways into EMS while staying connected to the community. 

Use Existing Employees to Recruit 

Many respondents said their current employees were their strongest recruitment tool. Employees who feel valued and supported are naturally more likely to recommend their agency and help identify strong candidates. One respondent noted that after decades of staffing ups and downs, “our most effective recruitment tool is our own members and our inclusive environment.” 

Some respondents suggested formal referral incentives, while others emphasized that a healthy, inclusive workplace naturally encourages employees to recruit people who will strengthen the team and culture. One respondent explained that employees who genuinely enjoy their work tend to be thoughtful about who they bring in, noting that those who love their department will be more selective in choosing the right people to bring into the family, and are motivated to recruit colleagues who make the environment better and safer for everyone. 

Create Your Own Pond 

Rather than competing for the same limited pool of licensed providers, several respondents recommended growing talent internally. Strategies to achieve this included hiring unlicensed candidates and supporting them through training, as well as creating clear advancement pathways from EMT to paramedic. Taking this approach lets you build a new pipeline, instead of competing for the same candidates as other agencies. 

Others encouraged agencies to look beyond traditional candidates altogether, including career changers, veterans, seasonal workers, and individuals with strong interpersonal skills and a passion for learning.  

Do More Than One Thing

There are countless recruitment and retention strategies, but respondents advised that agencies should avoid relying on a single strategy. Instead, agencies should take a creative, multi‑track approach that adapts to changing generational preferences and regional realities.  

Don’t Give Up 

Recruitment and retention are difficult. If your agency is facing challenges, remember that you are not alone. The process can be demanding and frustrating. Persistence, collaboration, and continued experimentation are essential, even when progress feels slow or inconsistent. 

Small wins, incremental improvements, and lessons learned along the way were viewed as key parts of the process. For those leading recruitment efforts, the message was clear: lean on peers, share ideas, learn from what hasn’t worked, and keep moving forward together.  

We are grateful to everyone who took the time to answer our survey and offer advice to EMS agencies across the country who struggle with recruitment. We hope you take away something new to add to your strategies as you continue to build an agency of skilled, happy EMS professionals who serve your community with passion, empathy, and the best care. 

Additional EMS Recruitment Resources 

Here are some other resources to check out for new ideas to guide your recruitment efforts:  

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