I.  Introduction

The funeral profession is built on compassion, care, and continuity – values that have long been passed down through generations. Traditionally, many funeral homes were family-run businesses, with children stepping into the roles of their parents and grandparents. I saw this legacy firsthand during my time at Leverton & Sons in London, a firm that has remained family-owned and operated since 1789 and is currently being run by 8^th generation Levertons.

Today, the landscape of funeral service is changing significantly. The majority of mortuary science graduates are now 1st generation funeral directors, indicating a shift from the traditional family business model.¹ As a newly licensed funeral director in the U.S., following a decade of experience in the UK, I have encountered a sobering reality: our profession is facing a critical staffing crisis.

 

Today’s Funeral Director Daily article is authored by Tiffaney O. Hill. 

Tiffaney O. Hill is a Licensed Funeral Director/Embalmer based in Minnesota. With over a decade of experience in funeral care, Tiffaney began her career in the UK, where she served as a funeral director for eight years. She completed her internship at Anderson Funeral Home & Crematory in Alexandria, Minnesota after graduating from the Funeral Service program at Miami Dade College in Florida. In addition to her funeral service qualifications, Tiffaney holds a bachelor’s degree in Accounting. Her diverse background reflects a deep commitment to providing compassionate care and support to families during their most challenging times, alongside a passion for the overall development and advancement of the funeral industry.

 

Fewer people are entering the field, more are leaving due to burnout, and many funeral homes have no succession plans. The number of funeral homes in the U.S. declined from about 19,900 in 2010 to 18,800 in 2021, reflecting both economic pressure and the shrinking workforce.² According to the National Funeral Directors Association (NFDA) employment of funeral service workers is projected to grow only 3% from 2022 to 2032 – slower than the average for all other occupations.³ This naturally raises the question, “How can we attract and retain the next generation of funeral service professionals?”

 

II.  Understanding the Staffing Shortage

A.  A Ticking Clock

The shortage of funeral service professionals has been building quietly for years. The NFDA reports that over 60% of funeral directors plan to retire by 2028, just as annual deaths are projected to reach 3.67 million by 2060.²

With fewer new entrants and an aging population, we’re at risk of being unable to meet the growing demand for funeral service professionals. In my own experience, I’ve seen teams stretched thin, handling three services in a day, managing transfers late into the night, and still trying to deliver meaningful, personalized care. The pressure is mounting – and the pipeline isn’t keeping pace.

B.  The Decline of the Family Business Model

The family-run model that once defined the industry is in decline. Today’s children of funeral directors are often choosing alternative career paths, which is understandable given the emotional toll, long hours, and lifestyle sacrifices they have witnessed. 75% of funeral home owners currently lack a formal succession plan.² The absence of these successors leads to consolidation and closures in rural areas, resulting in fewer options, longer wait times, and a diminished personal connection for grieving families.

 

III. Barriers to Entry

Becoming a funeral director is a rewarding journey, but not an easy one. Most states require:

• Completion of an accredited mortuary science degree
• Passing the two-part National Board Exam (Arts and Sciences)
• A state-specific laws exam, which varies in format and difficulty
• A year-long internship or apprenticeship with a requirement to complete a certain number of cases, embalming, arrangements and services (this varies across states e.g., California requires a 2-year internship).

For those relocating, the process often includes retesting or repeating internships, making it difficult to move or respond to workforce needs across state lines. In a profession already facing acute labor shortages, the absence of national reciprocity and inconsistency in professional requirements are formidable barriers for licensed professionals seeking to transition from one jurisdiction to another.

 

IV.  Emotional Toll and Burnout

Funeral directing is meaningful, but emotionally demanding work. We meet people at their lowest, helping them navigate loss while managing complex logistics. Research indicates that 28% of funeral workers meet the clinical threshold for PTSD, a rate far above that of the general population.⁴

For example, during my internship, I responded to three calls in one night, giving my full emotional energy to each family. By morning, I was exhausted in a way that no textbook could have prepared me for. Unfortunately, multiple calls in a single night was not a rare occurrence in my internship experience. This cumulative emotional fatigue, compounded by long hours and the unpredictability of death care, is a major reason talented people leave the field.

 

V.  Consequences of the Shortage

Staffing shortages affect more than just scheduling. It impacts quality of care, staff well-being, and business sustainability. Without enough hands on deck, families may face delays and limited personalization. In rural areas, where finding even one licensed funeral director is difficult, some communities have already lost local funeral homes altogether. The result? Families must travel farther during an already painful time, or wait longer to lay loved ones to rest.

 

VI.  Solutions: Five Strategies to Strengthen Our Workforce

Despite the urgency of the issue, I remain hopeful. Across the country, funeral professionals, educators, and associations are working on creative, forward-thinking solutions. Here are five strategies I believe can help bridge the gap:

 

1. Expand Public Awareness and Career Outreach

Few high school students grow up dreaming of funeral service careers – not from a lack of interest, but a lack of exposure. We must do more to show that this work is about service, healing, and community.

Programs like Afterlife Mortuary Services’ Summer Camp in Memphis, led by Madeline Lyles and Dana Taylor, introduce teens to the profession with hands-on experiences such as observing embalming, understanding cremation, and learning what it takes to become a funeral director.⁵ Some students discover their calling; others gain lasting respect for the field.

Since 2020, mortuary school enrollment has grown by 25%, with 72% of graduates being women.⁶ Outreach efforts are working – We just need more of them.

 

2. Modernize and Standardize Licensing

To remove unnecessary barriers, the industry must push for:

• License reciprocity across states
• Funeral director-only licensing tracks (without embalming requirements, already an option in some states)
• Accelerated pathways for candidates with related degrees (e.g., psychology, business etc.)

While I value high standards, a clearer, more unified approach to licensure would make it easier for professionals to relocate and respond to workforce needs, especially in underserved areas. Adapting something similar to the Nurse Licensure Compact (NLC) which allows nurses with a license in a member state to practice in other NLC member states of which there are 41, without needing a separate state license should be considered.⁷

 

3. Create Support Roles and Build Flexibility: Transfer Care Specialists and Traveling Funeral Directors

Minnesota’s Transfer Care Specialist initiative trains non-licensed staff to manage death calls, transport decedents, and handle intake processes.⁸ This approach allows licensed funeral directors to concentrate on arrangements, clinical preparation, and ceremonies.

Particularly effective in rural areas, this model enhances operational capacity while ensuring respectful and efficient initial responses. Other states where only licensed funeral directors are permitted to carry out transfers are currently exploring similar frameworks.

This initiative resembles the model widely used in the UK, where funeral homes employ trained funeral assistants to handle death calls, transfers, the intake process (and perform various tasks, such as vehicle maintenance, driving and bearing). In larger firms, these roles are typically full-time; however, smaller firms often outsource transfers to specialized companies. This model is advantageous because it allows funeral directors to dedicate more time and attention to managing arrangements and ceremonies, reducing fatigue from busy nights on call and helping to prevent burnout.

Some larger firms are addressing gaps with Traveling Funeral Directors – a pool of licensed professionals who rotate among locations experiencing staff shortages due to illness, vacation, or volume spikes.

This floating model helps maintain consistent service levels and reduces pressure on small, fixed teams. It is an efficient way to scale professionalism across wider geographic areas without hiring redundantly.

 

4. Improve Compensation, Work-Life Balance and Invest in Mental Health Support

According to the NFDA, most funeral professionals cite work-life balance as their top concern. Compensation remains a barrier too, with approximately 20% of newly licensed directors earning just $35,000–$45,000/year, despite years of education and training.⁹

Some firms are responding by offering better pay, housing stipends, signing bonuses, or relocation support. Others are rethinking schedules, introducing more manageable rotating on-call shifts, guaranteed time off, and mental health days. These changes matter. I’ve seen colleagues choose to stay not because of a paycheck, but because they were finally given time to breathe.

The old-school mentality of stoicism no longer serves us. Thankfully, the industry is beginning to shift. Some firms are implementing:

• Wellness programs and stress management workshops
• Access to grief counselors and therapy referrals
• Peer support groups and staff check-ins

My hope is that this will become the industry norm rather than the exception. We need to normalize rest, nurture healthy emotional boundaries, and encourage asking for help. The caregivers must also be cared for.

 

5. Leverage Technology for Efficiency

Technology cannot replace human empathy, but it can help streamline the rest. Having led a project in which I collaborated with a team of software engineers to customize and implement funeral management software, including staff training, I witnessed firsthand how these systems can significantly reduce administrative burdens, expedite paperwork, enhance internal communication, and minimize errors. With careful implementation and a focus on user-friendly design for funeral directors, technology can alleviate the workload by enhancing daily operational efficiency. Rather than replacing the core of the profession, it serves to protect and support it.

 

VII. A Vision for the Future

In this pivotal moment for the funeral profession, we have an urgent opportunity to safeguard our future. As we embrace the challenge of maintaining a compassionate workforce, let’s remember the profound impact we have on those experiencing loss. By investing in our people, dismantling barriers, and igniting passion among young aspiring funeral directors, we can transform our industry.

Let’s come together to ensure a strong foundation for the next generation, one where dedicated professionals are equipped to provide the care and comfort our communities need. After all, when the time comes for each of us to face loss, we deserve to have someone by our side who is not only ready but also deeply supported and engaged. Together, let’s ensure we are that guiding presence, now and in the future.

 

References:

1. National Funeral Directors Association (NFDA). (2023). Trends in mortuary science education and the evolving funeral profession. NFDA.

2. National Funeral Directors Association (NFDA). (2022). The state of the funeral industry: Trends and challenges. NFDA.

3. National Funeral Directors Association (NFDA). (2024). NFDA cremation & burial report. NFDA.

4. Bowers, A., & McNally, R. J. (2020). Emotional toll and PTSD in funeral workers. Journal of Death Studies, 44(8), 681-687. https://doi.org/10.1080/07481187.2020.1762005

5. Lyles, M., & Taylor, D. (2022). Afterlife Mortuary Services’ Summer Camp: Engaging youth in funeral service careers. Mortuary Science Education Quarterly, 15(3), 45-50. https://doi.org/10.1016/j.mseq.2022.04.003

6. National Funeral Directors Association (NFDA). (2023). Trends in mortuary education and workforce demographics. NFDA.

7. Nursing License Map. (2023). Nurse Licensure Compact: Understanding the benefits and framework. Retrieved from https://www.carerev.com/blog/understanding-nurse-compact-states

8. Minnesota Statutes 149A.47 – Transfer Care Specialist. Retrieved from https://www.revisor.mn.gov/statutes/cite/149A.47

9. Korb, G. (2024) When barriers become brick walls: Breaking down barriers to solve the funeral director shortage, Available at: https://www.wakeforestlawreview.com/wp-content/uploads/2024/12/Korb.pdf

 

Funeral Director Daily take:  If we are going to be serious about employing the best and brightest in the funeral profession it is imperative that we listen to the young people and their ideas.  Tiffaney Hill is an example of one of those best and brightest.  She has interned for the past year at the funeral home I once owned and managed.

 

I think she makes some really valid points in this article on what those who are not necessarily in management think would be improvements to today’s system.

 

More news from the world of Death Care:

• $7.5 million proposed for Connecticut’s veteran cemetery expansion in Middletown as other sites considered.  Trumbull Times (CT)
• The chilling true story behind HBO’s “The Mortician”.  Time
• Death, a hit to the heart and wallet:  Baltimore woman steps in to ease obituary costs.  Video news story and print article.  WMAR ABC Channel 2 – Baltimore (MD)

 

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