Child welfare workers typically face strict deadlines, limited training periods, high caseloads, and understaffing. These high-demand positions often coupled with few organizational or supervisory supports contribute to decreased worker well-being and low retention. Informed by the Job Demands-Resources model, we examined common demand-resource sub-groups among recently-hired child welfare workers and how sub-group membership contributed to agency retention. This study used data from the Florida Study of Professionals for Safe Families (FSPSF), a four-year, longitudinal cohort study of child welfare workers hired in 2015–16 (n = 912). We used a three-step Latent Profile Analysis (LPA) with logistic regression to identify profiles of workers based on demand and support levels at 6 months to predict agency retention 12 months later. Findings resulted in five profiles: floundering, surviving through supervisor, surviving through role, surviving through supports, and thriving. Profile distributions indicated both demands and supports were independently important for retention. Each profile had higher odds of staying at the agency compared to the floundering profile, those floundering in role and support (ORs = 2.08–7.68). Those in the thriving profile, thriving in role and support, had higher odds of staying when compared to each other profile (ORs = 2.12–7.68). Findings identify that demands and supports operate in an additive way to promote retention and suggest that agencies can address individual aspects of workers’ role and support challenges to improve retention without requiring a single approach to combat workload and environment simultaneously.

儿童福利工作者通常面临严格的期限、有限的培训时间、高工作量和人手不足。这些高要求的职位通常加上很少的组织或监督支持，导致员工幸福感下降和留任率低。受工作需求-资源模型的启发，我们研究了最近雇用的儿童福利工作者中常见的需求-资源子群体，以及子群体成员如何促进机构保留。这项研究使用了佛罗里达州安全家庭专业人员研究 (FSPSF) 的数据，这是一项针对 2015-16 年雇用的儿童福利工作者的为期四年的纵向队列研究（n = 912）。我们使用带逻辑回归的三步潜在概况分析 (LPA)，根据 6 个月时的需求和支持水平来识别员工概况，以预测 12 个月后的机构保留率。调查结果产生了五种情况：挣扎、通过主管生存、通过角色生存、通过支持生存和蓬勃发展。个人资料分布表明，需求和支持对于保留来说都是独立重要的。与挣扎的个人资料相比，每个个人资料留在该机构的几率更高，那些在角色和支持方面挣扎的人 (ORs = 2.08–7.68)。与其他个人资料相比，那些在蓬勃发展的个人资料中，在角色和支持方面蓬勃发展的人留下来的几率更高 (ORs = 2.12–7.68)。