When Mark Harrison started working in funeral service safety nearly three decades ago, he brought something unique to the industry: an online education model that could reach funeral professionals wherever they were. Today, as president of Certified Safety Training (CST), Harrison has provided 100,000 funeral service trainings and partnered with major industry associations including the NFDA, ICCFA, and Selected Independent. In our recent conversation, Harrison shared insights about the evolution of workplace safety in funeral homes and the critical challenges facing the industry today.

Throughout his career training funeral service professionals, Harrison consistently encounters a troubling mindset that puts entire operations at risk: the belief that “it won’t happen to me or this will never happen at my funeral home.” This attitude, he explains, is “100% true until it isn’t.”

Harrison frequently sees funeral homes scrambling to implement safety measures only after an injury, safety inspection, or insurance audit catches them unprepared. The reactive approach to safety not only puts employees at risk but can also result in devastating consequences for the business.

When asked about the most critical safety hazards funeral directors and embalmers face daily, Harrison’s answer might surprise many in the industry. While people might expect embalming room incidents to top the list, the reality is more mundane but equally dangerous.

“We see more back injuries, slip, trips, and falls, than most people realize,” Harrison explains. Removals, in particular, have a very high injury rate. “People often don’t think a decedent’s home as ‘high hazard’ area, but they are. It’s a foreign environment, every decedent is different and weights can vary.”

Poor lifting techniques affect people of all ages, particularly older workers, making proper training essential regardless of experience level. Harrison also emphasizes the often-overlooked danger of safe driving, which has become even more critical with the prevalence of cell phones.

The evolution of workplace safety in funeral homes has been dramatically accelerated by an unexpected catalyst. Harrison points to COVID-19 as the pivotal moment that transformed safety training in funeral service. “Covid, covid, and more covid,” he says when asked about how workplace safety has evolved during his career. “Covid put everyone online in so many ways. Funeral Directors realized that spending a half day or even a full day on OSHA compliance was disruptive and inefficient.”

The pandemic didn’t just change how training was delivered—it fundamentally shifted attitudes. Funeral directors who were once skeptical of online learning suddenly saw the value in having resources available 24/7 with real-time tracking and accountability. This transformation has allowed CST to expand from serving funeral homes in the tri-state area to working with funeral professionals throughout the U.S. and internationally, training thousands of people every month without disrupting their day-to-day business operations.

One of the most challenging aspects of funeral home safety compliance is navigating the patchwork of state-specific OSHA plans. Twenty-nine states have OSHA-approved state plans, with 22 covering both private and public sectors. California’s Cal/OSHA, for example, has extensive state-specific rules covering injury and illness prevention programs, heat illness, and violence prevention that exceed federal standards.

States like Alaska, Indiana, Iowa, Kentucky, Maine, South Carolina, Tennessee, Utah, and Wyoming all have their own plans, often driven by specific industries that indirectly impact funeral service. CST addresses this complexity by customizing all materials to each specific state plan, ensuring funeral homes remain compliant regardless of their location.

As cremation rates continue to rise, funeral homes face new safety challenges they may not be prepared for. Harrison notes that OSHA regulations developed for other industries—such as confined spaces, heat illness prevention, and silica exposure rules from construction—now impact cremation operations.

“The private sector tends to move faster than the public sector,” Harrison observes, meaning that funeral homes adopting cremation services must quickly adapt to regulations originally designed for other industries, in addition to more obvious requirements like fire safety and chemical safety protocols.

Harrison emphasizes that OSHA training must happen “at the time of initial assignment” for two crucial reasons. First, new employees “don’t know what they don’t know” and need immediate training on safety, company culture, and standard operating procedures. Second, OSHA requires it.

Some of CST’s clients take this so seriously that they don’t issue a paycheck to new employees until they’re in OSHA compliance, have signed their employee handbook, and completed all required training. This approach not only ensures safety but also demonstrates to employees that safety is a priority.

For smaller funeral homes concerned about implementing a Safety Supervisor role, Harrison offers practical advice. The title has “a lot of wiggle room,” and in smaller operations where everyone wears multiple hats, someone simply needs to be the point of contact for emergencies and safety-related questions.

CST supports these designated safety supervisors with custom safety manuals, training, recordkeeping systems, and databases of frequently asked questions and resources, making the role manageable even for busy, multi-tasking employees.

The consequences of ignoring safety protocols can be devastating. Harrison has seen OSHA fines reach the maximum penalty of $161,323, typically following employee or community complaints about egregious violations. When fines reach six figures and other agencies like the EPA and Department of Health become involved, “the funeral home shuts down 100% of the time without fail.”

The combination of massive fines, increased insurance premiums, and community fallout creates an insurmountable burden that forces businesses to close permanently.

Harrison identifies several emerging safety challenges facing the funeral industry. The aging population means “we are going to be bearing heavy loads for a long time,” making safe lifting techniques increasingly important. The rise of greener disposition methods like aquamation and green burial presents new hazards, from chemical exposure to non-mechanical lifting challenges.

Perhaps most significantly, heat illness prevention is becoming a critical issue as global temperatures rise, particularly affecting outdoor workers and crematory operators.

For funeral home owners feeling overwhelmed by safety compliance, Harrison’s advice is straightforward: start in the prep room or crematory and work your way out. His team offers free downloadable checklists and personalized guidance to help funeral homes begin their safety journey.

Mark Harrison’s three decades in funeral service safety have taught him that effective safety programs must be flexible, accessible, and tailored to the unique challenges of funeral service. As the industry continues to evolve with new disposition methods and changing demographics, the fundamentals remain the same: proactive safety training, proper documentation, and a culture that prioritizes employee wellbeing over the dangerous assumption that “it won’t happen to me.”

With over 100,000 trainings provided to funeral service workers and partnerships with major industry associations, Harrison and Certified Safety Training continue to prove that comprehensive safety training doesn’t have to disrupt daily operations—it can enhance them while protecting both employees and businesses from the devastating consequences of preventable accidents.

The post Staying Compliant: Essential OSHA Standards for Funeral Homes and Cemeteries appeared first on Johnson Consulting Group.

Scottsdale, AZ [May 23, 2025]

Are you using the obituary to its fullest extent? Johnson Consulting Group (JCG), a leading M&A and consulting firm for the funeral and cemetery profession, is pleased to announce its support of Bob Arrington, President and Founder of ObituaryShare. This collaboration introduces another valuable service to help the profession succeed — one that enhances a time-honored tradition: The Obituary.

At JCG, we’ve long believed that the obituary is one of the best tools to promote a funeral home. It tells the story of a life well lived, preserves precious memories for a family, represents the values of your firm, and reaches deep into the community. That’s why we are supporting the team at ObituaryShare — to make this powerful tool even more impactful.

ObituaryShare simplifies the obituary distribution process, allowing funeral homes to publish obituaries across multiple platforms and publications with a single submission. The result? A faster process, wider reach, and drastically increased traffic to your funeral home’s website.

In fact, funeral homes using ObituaryShare have seen remarkable results. Arrington Funeral Directors received over 209,000 website visits in Q1 alone, showing how effective a well-distributed obituary can be in connecting with families and the broader public.

“We created ObituaryShare to facilitate the information friends and family are seeking in a time of loss,” said Bob Arrington, President and Founder of ObituaryShare. “Having Johnson Consulting Group’s support gives us the opportunity to extend that impact to even more funeral professionals who want to modernize their service and grow their community presence.”

About Johnson Consulting Group
Johnson Consulting Group is committed to providing business solutions and tools to achieve increased performance, profitability, and success as one navigates the journey towards an exit strategy. Our expert services include Succession Planning, selling funeral homes and cemeteries, financing solutions, business coaching, accounting services, business performance analysis, customer survey program, Customer Experience workshops, incentive compensation plans and Leadership and Management training.

About ObituaryShare
ObituaryShare is a leading obituary distribution platform that simplifies the obituary publishing process for funeral homes. By strategically promoting obituaries across multiple media outlets with one simple submission, ObituaryShare enhances both efficiency and reach.

Want to Learn More?
Contact your JCG representative to find out how ObituaryShare can benefit your funeral home, or visit www.obituaryshare.com to request a demo.

The post Johnson Consulting Group Works Alongside ObituaryShare to Help Funeral Homes Maximize the Power of the Obituary appeared first on Johnson Consulting Group.

In the ever-evolving funeral service profession, successful business management requires more than traditional accounting practices—it demands specialized industry knowledge, comprehensive performance tracking, and a deep understanding of the customer experience. In this month’s Insider Perspectives and Stories I was joined by Ryan Hill, Director of Accounting Services for Johnson Consulting Group and Vince Roberge, Sr. Business Consultant for Johnson Consulting Group to discuss how funeral homes can leverage data-driven strategies to enhance their operations and growth.

Unlike general CPA firms, specialized funeral service accounting provides unique advantages for funeral business owners. Ryan highlighted that Johnson Consulting Group utilizes industry knowledge in every aspect of their accounting services, beginning with a customized chart of accounts specifically designed for funeral service operations. This specialized approach allows for deeper understanding of the products, services, and associated costs particular to funeral homes.

“We take great pride in having a deeper understanding of both products and services that we sell in this industry,” Ryan explained. This specialized knowledge helps clients achieve various goals, whether that’s driving more sales through strategic pricing adjustments, preparing an operation for succession, or positioning a business for growth.

Budgeting in funeral service requires forecasting that accounts for both predictable patterns and unexpected volume fluctuations. Ryan emphasized that Johnson Consulting Group tailors budgeting services to each funeral home’s unique situation, with some clients requiring more frequent budget reviews than others.

At minimum, Ryan recommends an annual budget that accounts for inflationary cost increases, comparing prior year performance to current projections. The budgeting process considers significant industry-specific factors such as rising insurance costs, regional trends, changes in call volume, and competitive factors.

“Our goal, specific to budgeting services with our clients, is to prepare them for the future,” Ryan stated. “If by doing so we shine a light on uncomfortable topics or market conditions, we honestly believe it would be better to take a more proactive approach to solving those issues or concerns instead of just reacting as it happens.”

Both Ryan and Vince stressed that having a purpose-built case management system is absolutely critical for funeral homes wanting to leverage their data for impactful business decisions. These specialized systems help automate procedures, drive standards throughout the organization, and enable team members to better serve families.

Software transitions can be complicated, costly, and time-consuming. Having accounting professionals who are familiar with both the current system and the new case management software makes a significant difference in setup and data integration. This specialized support during system transitions provides tremendous value to funeral homes navigating these changes.

A key benefit of working with professionals who have funeral service knowledge and experience is gaining access to meaningful benchmarking data that puts a funeral home’s performance in context. Ryan shared that they help clients compare their volume, average sales, arrangement types, and profitability metrics against industry standards, which provides valuable perspective for funeral home owners.

Ryan identified cost control and proper pricing as the most common financial blind spots for funeral businesses. By analyzing operational costs in relation to current and projected volume, funeral homes can better align their spending on facilities, advertising, automotive expenses, and other key areas with their actual needs and regional norms.

Vince introduced our Performance Tracker X as a ‘comprehensive customer experience management tool’ that integrates with case management software to provide meaningful insights into what happens in the arrangement room. This tool measures not just customer satisfaction but also correlates this data with arrangement details and contract information.

“We believe customer experience and client family satisfaction is priority number one in the funeral home,” Vince emphasized. “It’s not just the right thing to do for funeral directors and funeral homes to exceed expectations of their client families. It’s why people come to work in funeral homes. They want to have those meaningful impacts. But also, it’s good for business.”

Vince shared that over two-thirds of families choose a funeral home because of some prior experience—whether they were served directly by the funeral home in the past, someone they knew was served well, or they relied on online reviews. This underscores why creating “wow experiences” that exceed expectations is so crucial for organic market share growth.

The integration of financial data with performance metrics creates a powerful management tool that gives funeral home owners a complete picture of their operations. Vince compared this to the dashboard of a modern vehicle with multiple sensors measuring different aspects of performance.

“We need to be able to use all these different metrics and gauges in the appropriate way to make meaningful decisions,” Vince explained. By examining customer satisfaction data alongside financial statements, market share data, and employee feedback, funeral homes can make more proactive decisions rather than merely reacting to issues as they arise.

Vince provided a systematic approach to translating customer feedback into actionable business changes. He emphasized the importance of documenting service standards—the non-negotiable interaction standards for each touchpoint in the customer journey—and the supporting processes that help deliver consistent experiences.

When service defects occur, Vince recommended examining whether the issue stemmed from process breakdowns or from what he called “service aptitude”—a team member’s ability to exceed expectations regardless of circumstances. By developing service aptitude through training and utilizing customer feedback, funeral homes can continually improve their service delivery.

We also discussed current trends in funeral service preferences by client-families. Vince noted that the profession continues to see an increase in cremation without service or ceremony, a trend that accelerated during the pandemic. To address this challenge, he recommended focusing on funeral directors acting as educators who weave elements of ceremony into even the most basic cremation arrangements.

Vince also shared that across North America, the average “value score” in funeral service is 4.7 out of 5, indicating that families generally feel they receive good value for what they pay regardless of the service type. This data point can help funeral directors approach arrangements with confidence when making recommendations about celebration-of-life options.

And if you’re looking for a success story Vince shared a few examples. He talked about how data-driven recommendations significantly improved clients’ financial performance, including developing strategic pricing approaches based on cost analysis and customer feedback, implementing incentive plans geared toward improving cremation case mix, and using survey data to identify which organizations are referring families to the funeral home

As final advice to funeral home owners, Vince recommended taking stock of the tools already at their disposal and using them to their full potential “The challenges that this profession faces are not small,” he acknowledged, “but the tools that we have now are not the tools that we had 20 years ago. We have technology… there is a way to use these tools and data to make meaningful business decisions and to guide our business into the future.”

By combining specialized funeral service knowledge with comprehensive financial reporting and customer experience tracking, funeral homes can develop data-driven strategies that enhance both their service quality and their bottom line.

Join us on June 25th at 2PM where I’ll be joined by Mark Harrison, President of Certified Safety Training. We look forward to seeing you then!

The post Beyond the Numbers: Data-Driven Growth Strategies for Funeral Homes appeared first on Johnson Consulting Group.

In funeral service, where women frequently make end-of-life arrangements and likely influence a significant portion of funeral decisions—similar to how they drive 60% of consumer purchases in other industries—understanding how to effectively connect with female consumers isn’t just good practice—it’s essential for business growth. This week, I had the privilege of speaking with Amanda Hill, Founder and President of Female Forward. Her remarkable expertise in marketing to women has helped companies across industries achieve ROI increases of up to 300%. These valuable insights could transform how we serve families in funeral care.

Women are the decision-makers for over 60% of consumer spending, yet 91% say advertisers don’t get me. Amanda explained this disconnect represents a massive opportunity for funeral homes seeking to better serve their communities.

It’s not uncommon for funeral directors to focusing too much on legacy and company history rather than client-family needs. Amanda emphasized many funeral providers lead with ‘serving families since 1946’ instead of addressing how they can help women families navigate grief and commemoration. The opportunity Amanda emphasized is about shifting from ‘we’re a fourth-generation funeral home’ to ‘here’s how we’ll help you honor your loved one’s unique life.’

Amanda’s insights reveal that women today are juggling multiple responsibilities while facing “working mom guilt.” For funeral directors and pre-need counselors, this means reconsidering how arrangement conferences are conducted.

Amanda advises to get clear on how you want the female decision-maker to feel during the arrangement process, and then design around that objective.  It’s important to acknowledge the responsibilities she’s balancing while making funeral arrangements, and show genuine appreciation for her role as family caregiver.

This might include offering arrangement conferences outside traditional business hours, providing video conference options, creating child-friendly spaces, offering grief resources specifically for working mothers, and streamlining paperwork to respect her time constraints.

One striking insight from our conversation was how strongly women value shared beliefs with businesses they choose. “Women want to improve the world but often lack the time to volunteer, so they align themselves with brands that mirror their beliefs,” Amanda mentioned.

For funeral directors, this means moving beyond just listing your services and prices. Women aren’t just selecting cremation versus burial—they’re choosing a funeral home that shares their values.  Amanda recommends prominently featuring the funeral home’s community involvement on the website and marketing materials—whether that’s your annual remembrance service, partnership with local hospices, or charitable foundation.

Women are naturally wired to connect with others, yet many funeral homes miss opportunities to facilitate meaningful community spaces during grief. Hill suggests that forward-thinking funeral directors should look beyond the traditional three-day service model. Today’s female consumer is looking for ongoing support and connection after the funeral.

For pre-need counselors feel confident that educational seminars on advance planning create powerful connection points for women who appreciate learning in community settings rather than one-on-one sales environments.

Perhaps most surprising was our discussion about funeral home facility design—particularly restrooms. Amanda emphasized to always remember: As funeral directors, you’re in the hospitality business!  Amanda went on to explain that women often retreat to restrooms during visitations when emotions become overwhelming and looking for a one to two minute escape from the world. The question to ask, “is your restroom a sanctuary or an afterthought?”

She shared how women notice details that many businesses might overlook: “Funeral home restrooms should include amenities like quality tissues (not industrial), full-length mirrors for guests to check their appearance before returning to the visitation, makeup-friendly lighting, and comfortable seating. For locations serving young families, changing tables in both women’s and men’s restrooms signal inclusivity.  Amanda mentioned the $500 million investment Flying J made to complete renovate their restrooms to be a more pleasing experience for guests and women truck drivers.

When discussing prices with female consumers making funeral arrangements, Amanda recommends focusing on value rather than cost. “Women respond more to stories than funeral merchandise specifications,” she says.  Share with client families which merchandise selections are popular and give reasons why families choose those specific ones.

A great suggestion Amanda made was to reframe pricing conversations: “Rather than saying ‘this package saves money,’ emphasize that it “gives your children the gift of not having to guess what you would have wanted.'”

For funeral professionals looking to update their marketing approach, Amanda offers guidance on everything language to imagery. It’s easy to use stock photos for collateral material or social media like caskets and hearses.  Instead, feature your community involvement, aftercare events, and educational content about advance planning. Use pictures of women with children to help convey that children are welcomed at the funeral home and need be a part of the funeral experience.  It’s important to show authentic images of diverse staff—particularly female funeral directors and preneed counselors—as women often feel more comfortable working with other women during vulnerable moments.

As our profession evolves, with women now comprising 72% of mortuary science graduates, Amanda sees tremendous opportunity for change. “This demographic shift isn’t just about gender balance—it’s about bringing new perspectives to a traditionally male-dominated profession,” Amanda explained.

For mortuary students, Amanda offers encouragement saying that as women entering funeral service, there’s an opportunity to reshape how funeral directors communicate with families. Female funeral directors have a natural emphasis on storytelling, connection, and personalization aligns perfectly with what today’s consumers are seeking.

For established funeral directors and owners willing to implement these insights, the potential impact is significant. By better understanding and serving women’s needs, funeral professionals can create more meaningful connections with families while driving substantial business growth through increased preneed sales, stronger community relationships, and enhanced word-of-mouth referrals.  Amanda emphasized the importance of referrals and recommended creating referral lists of past client-families served.  Not only does this list help a female consumer save time in researching choices but helps to establish credibility and trust early on with a potential funeral provider.

For more insights on marketing to women download Amanda Hill’s guide “7 Insights to Improve Your Advertising to Women” at FemaleForward.net. and check the recording!

The post Connecting with Female Decision-Makers: Transforming Funeral Home Services appeared first on Johnson Consulting Group.

Takeaways from the 2025 Trends and Insights Report:

• Survey response results: 9.5% of completed surveys generate actionable leads, with an average response rate of 36.7%.
• ICPs increase revenue and satisfaction: JCG-administered ICPs boost revenue and customer satisfaction, with higher satisfaction scores for both burials and cremations despite higher average sales.
• Cremation is gaining ground: All cremation case types have higher customer satisfaction scores than any burial case types, indicating a shift in family preferences.
• Low NPS for pre-planning: Pre-planned funeral arrangements have the lowest NPS score compared to other reasons for choosing a funeral home.

Download our FREE report below!

2025 JCG PerformanceTracker X Trends Analysis Full Report 

The post 2025 JCG Performance Tracker X Trends and Insights Report Volume 8 Now Available. appeared first on Johnson Consulting Group.

Scottsdale, AZ –Johnson Consulting Group (JCG) announced the recipients of the JCG 2024 Excellence in Customer Service Awards, powered by J3Tech Solutions.

The Awards were presented to JCG client funeral homes who achieved the highest Total Value Index Score from family satisfaction surveys sent to each family they served during 2024. The Total Value Index is a calculation of the weighted sum of the Overall Performance Score, the Net Promoter Score and the “value of the price paid for goods and service” question. The Overall Performance Score is a calculation of eighteen independent questions that measure results in four areas: 1) Initial Contact, 2) Arranging Director, 3) Facilities and Vehicles, 4) Staff and Services Provided.

The JCG client funeral homes are divided into three categories based on call volume. Award recipients achieved the highest levels of customer satisfaction among the 576 funeral homes that were eligible in 2024.

On behalf of Johnson Consulting Group, we want to congratulate the following winners:

Category One: 24-150 Surveys Sent

• Coastal Cremations and Funeral Care – Jacksonville
• Care Funeral & Cremation Service – Moundsville
• Garrett-Sykes Funeral Service – Ahoskie Chapel
• Walker Brothers Funeral Home – Spencerport
• Halls of Waldoboro
• Foley-Cook New Day Cremation and Funeral Care
• Miles-Sterling Funeral & Tribute Center
• Wells Funeral Home – Canton
• Goodlettsville
• Alexander
• Baue O’Fallon Funeral Home
• Riemann – Biloxi
• Opatovsky Funeral Home – Dempster Chapel
• Aria – Irving
• Weigel Funeral Home

Category Two: 151-300 Surveys Sent

• Mountain View Cremation & Funeral Care
• Verne Wood Funeral Home
• Billow Funeral Homes & Crematory – Fairlawn Chapel
• Buonfiglio Funeral Home
• Jersey Memorial Group, Old Bridge
• E. Pike Funeral Home
• Harper & Lucas Funerals & Cremations
• Alpine Funeral Home
• West Funeral Home
• Meyer Brothers Colonial Chapel
• Chancellor Funeral Home – Florence
• Smith & Buckner Funeral Home
• Posey Funeral Directors
• Biggers Funeral Home
• Aria – Northwest Hwy

Category Three: 300+ Surveys Sent

• Cremation Society of Virginia – Southside Chapel
• Cremation Society of Virginia – Peninsula Chapel
• Simply Cremation
• Fremont Chapel of the Roses
• Hansen Chapel
• Heartland Funeral Home – Early
• Lynch & Sons Funeral Directors Walled Lake
• Menke Funeral & Cremation Center
• Miles Funeral Home
• Ott & Lee – Brandon
• Horan & McConaty – Wadsworth
• Roper & Sons Funeral Services
• Thomas McAfee Funeral Homes & Cremation Center – Downtown Chapel
• Thomas McAfee Funeral Homes – Northwest Chapel
• Whitney & Murphy Funeral Home
• Whitney & Murphy Funeral Home Bueler Mortuary

The JCG Performance Tracker X tool provides funeral homes and cemeteries timely, accurate measurements of customer service and sale performance.  The software offers comprehensive reporting that shows business owners what they are doing well and identifies the areas that need fine-tuning and improvements.

Johnson Consulting Group started its customer survey program in 2008. This large amount of survey data has proven invaluable to providing insight into customer needs and satisfaction. The company attributes the program’s growth based on its ability to offer the program with no contract to sign, a low monthly cost, and accessibility to its management professionals for interpretation and usefulness of the reports.

“With the commoditization of products and services in our society, providing an exceptionally high level of customer service is critical to differentiating us from our competition. At the average sale of a funeral today, the loss of even one family can have material impacts on a business and its value. The answer to continual improvement is to survey our customers, ask the difficult questions, ask for a review online, and recover when there’s an issue”, says Jake Johnson, President and CEO of Johnson Consulting Group.

For more information about Johnson Consulting Group or the Performance Tracker X tool, email info@johnsonconsulting.com or visit us at www.johnsonconsulting.com.

About Johnson Consulting Group

Johnson Consulting Group is committed to providing business solutions and tools to achieve increased performance, profitability, and success as one navigates the journey towards an exit strategy. Our expert services include Succession Planning, selling funeral homes and cemeteries, financing solutions, business coaching, accounting services, business performance analysis, customer survey program, Customer Experience workshops, incentive compensation plans and Leadership and Management training.

The post Johnson Consulting Group Announced the Recipients of the JCG 2024 Excellence in Customer Service Awards appeared first on Johnson Consulting Group.

In our latest Johnson Consulting Conversations, we spoke with Suzanne Akre, Founder and CEO of Akre & Associates and Akre Legacy Recruiting. With over 30 years of recruiting experience, Suzanne shared valuable insights about recruiting in the funeral service profession.

Suzanne never set out to recruit for funeral service—it found her. About a decade ago, her firm began recruiting leaders for an organization serving the death care industry. As her network grew, she discovered that funeral homes, cemeteries, suppliers, and death-tech companies share a common challenge—finding qualified talent.

One challenge that Suzanne often encounters is funeral provider clients being able to give enough time to the hiring process.  She understands how busy a funeral owner or manager can be and is committed to keeping all parties involved updated.

In discussing missed opportunities for prospective candidates Suzanne mentioned that funeral directors rarely manage their brand, making traditional recruiting tools ineffective. Most don’t have a professional social media presence and are so dedicated to serving families that they don’t focus on their career growth. Even professionals desperate for change hesitate to take the first step. With that in mind Suzanne established www.akrelegacyrecruiting.com, creating a landing spot for both funeral providers and professionals seeking career changes.

Suzanne’s recruitment process begins with learning about the company’s culture, staff, role history, families served, compensation, growth opportunities, and onboarding. After securing an agreement, her team sources talent, facilitates interviews, and manages the entire process through to placement and beyond.

Timeframes for filling positions vary significantly but on average it takes three to six months to complete the process.  Factors affecting this timeline include geographic challenges, candidate response times, interview scheduling priorities, compensation packages, counteroffers, and relocation issues.

We discussed common mistakes that can be avoided. “Time kills deals!” Suzanne emphasized when identifying hiring mistakes. Taking too long to engage candidates, allowing toxic employees to participate in interviews, providing incomplete offer letters, assuming automatic trust, and conducting impersonal interviews are common pitfalls that cost funeral homes top talent.

It was interesting to hear Suzanne’s perspective on what today’s funeral service professionals seek in workplaces that value them personally and professionally. They want guilt-free PTO, mental well-being support, clear advancement paths, mentorship, and supportive leadership. When choosing employers, they prioritize compensation, location, culture, colleague attitudes, and relocation assistance.

Successful funeral homes build strong teams by offering competitive compensation, implementing thorough onboarding, treating employees exceptionally well, acknowledging community involvement, providing encouragement, and having owners who actively support their staff.

The next generation of funeral directors brings different expectations. Most weren’t born into this business and many experienced a personal death young, giving them a deep drive to help others. They expect fair pay, mentorship, career growth, mental health support, clear communication, and technology integration.

As an instructor at Worsham College of Mortuary Science, I’ve observed these shifting mindsets firsthand. Today’s students are passionate about serving families while seeking balance. They’re tech-savvy and ask more questions during interviews about schedules, mentorship, and growth opportunities.

We talked in depth about second-career professionals who do differ notably from new first-career graduates. As Suzanne perfectly stated, second-career professionals have “already done difficult things” and know their capacity for hard work. Many are drawn to funeral service by personal experiences and bring higher emotional intelligence with less fear of the field. It’s not uncommon for them to have held management positions.  It’s important to know they expect independence and seek leadership opportunities sooner.

Suzanne shared valuable advice for funeral service professionals wanting to stay competitive.  First, keep developing technology skills, work on public speaking abilities, update professional online profiles, leverage networking capabilities, and consider attending compassion cultivation training.

For mortuary students, Suzanne recommends building a professional brand, maintaining a professional social media presence, finding mentors, joining community organizations, developing healthy habits, and remembering their crucial role in guiding families through difficult times. In my Worsham College role, I emphasize that technical skills alone won’t guarantee success. The graduates who thrive combine interpersonal abilities, adaptability, and commitment to learning with their technical knowledge.

The insights from our conversation highlight the evolving landscape of funeral service recruiting. By focusing on culture, professional development, and adapting to today’s workforce expectations, funeral providers can succeed in an increasingly competitive market. For more information about Suzanne’s specialized recruiting services, visit www.akrelegacyrecruiting.com.

Join us for our next conversation with Amanda Hill of Female Forward on April 9th, discussing how funeral providers can better market to female consumers.

The post Building & Maintaining a Strong Funeral Service Team: Insights from Suzanne Akre appeared first on Johnson Consulting Group.

Scottsdale, AZ [March 6, 2025]

Johnson Consulting Group is pleased to announce the addition of Laurie Rhea and Tim Wilt to our team as Business Consultants. With extensive experience in the funeral profession, including the ownership and eventual sale of their funeral business in 2022, Laurie and Tim bring a wealth of knowledge to our clients.

In their new roles, Laurie and Tim will focus on developing new opportunities, leveraging their firsthand industry experience to provide tailored consulting services. Their practical insights into funeral home operations and client relations will be invaluable assets to our team.

Laurie is a graduate of the Pittsburgh Institute of Mortuary Science and an award-winning restorative artist with over 22 years of experience in the profession. Tim served our country in the U.S. Marine Corps and also attended the Pittsburgh Institute of Mortuary Science. With over 38 years of experience in the profession, Tim worked at a funeral home for 24 years before purchasing it in 2011. They now reside in Chambersburg, PA. Together, their expertise in funeral home management, operations, and client service make them a tremendous addition to the Johnson Consulting Group team.

“We are thrilled to welcome Laurie and Tim to Johnson Consulting Group,” said Jake Johnson, President and CEO of Johnson Consulting Group. “Their dedication to excellence, strong work ethic, and deep understanding of the funeral profession align perfectly with our mission to deliver unparalleled consulting services.”

Laurie and Tim’s journey in the funeral industry has been marked by a commitment to compassionate service and operational excellence. Their decision to join Johnson Consulting Group reflects a shared vision of supporting funeral homes and cemeteries in achieving their business goals.

“Joining Johnson Consulting Group is an exciting opportunity for us,” said Laurie. “We look forward to contributing to the success of our clients and collaborating with a team that values innovation and integrity.”

For more information about Johnson Consulting Group and our services, please visit johnsonconsulting.com or contact us at info@johnsonconsulting.com or 888-250-7747.

About Johnson Consulting Group

Johnson Consulting Group is committed to providing business solutions and tools to achieve increased performance, profitability, and success as one navigates the journey towards an exit strategy. Our expert services include Succession Planning, selling funeral homes and cemeteries, financing solutions, business coaching, accounting services, business performance analysis, customer survey program, Customer Experience workshops, incentive compensation plans and Leadership and Management training.

The post Laurie Rhea and Tim Wilt Join Johnson Consulting Group as the Two Newest Consultants appeared first on Johnson Consulting Group.

In this month’s Johnson Consulting Conversations, I had the pleasure of speaking with Bob Arrington, Founder of Arrington Funeral Directors and President of ObituaryShare and marketing for funeral homes.  One of the most significant challenges facing funeral providers today is the evolving nature of obituary sharing. With the decline of local newspapers and rising publication costs, funeral directors have been searching for more effective ways to announce deaths and celebrate lives. Bob shared how this challenge led to the creation of ObituaryShare, a platform designed to address these modern concerns while respecting traditional funeral service values.

“The decline in newspaper circulation wasn’t just about reduced readership,” Bob explained. “It meant families were paying more for less exposure, often receiving outdated news in return.” This reality sparked the need for a digital solution that could provide a broader reach while maintaining the dignity and importance of death notices.

What makes ObituaryShare unique is its development team’s diverse background – combining the expertise of a field director, a newspaper veteran, a school teacher, and a social media expert. This varied perspective ensured the platform would be both practical for funeral directors and accessible to families. The goal was simple: enhance existing services without adding complexity to funeral directors’ already demanding schedules.

The results have been remarkable. Funeral homes using the platform have reported a 74% increase in flower sales and a 19.2% rise in pre-need policy size. The increase in website engagement is even more telling, with average visit duration jumping from 42 seconds to 1.6 minutes, and users exploring more pages per visit.

One of the most innovative aspects of ObituaryShare is its ability to target specific community groups. Bob shared an example of how an obituary for Jimmy Cruz was strategically promoted to relevant groups, including tire dealers, Boy Scouts, realtors, and bankers – communities that were meaningful to the deceased but might have been missed through traditional channels. The platform’s success lies in its understanding that Facebook alone isn’t sufficient for comprehensive obituary sharing. The social media giant’s algorithms often limit organic reach, necessitating a multi-platform approach to ensure maximum visibility.

The adoption of funeral home digital solutions has led to significant business improvements. Funeral homes using ObituaryShare have reported an 8% growth in market share over the past five years, along with increased average revenue per call. The platform has proven particularly effective in reaching key demographics, with 68% of users being females over 55 – a crucial audience for funeral services.

As the funeral profession continues to evolve, the balance between tradition and innovation becomes increasingly important. Bob emphasized that embracing technology doesn’t mean abandoning traditional values. Instead, it means enhancing our ability to serve families more effectively. The rise in cremation and memorial services suggests that families are looking for more personalized ways to honor their loved ones, and digital platforms are helping funeral homes meet these changing needs.

For funeral directors considering digital solutions, Bob’s advice is straightforward: give it a try. ObituaryShare offers a no-commitment trial period, allowing funeral homes to experience the benefits firsthand without long-term contracts or setup fees. The platform has been designed to integrate seamlessly with existing operations, making the transition to digital as smooth as possible.

The conversation with Bob Arrington highlighted an important truth about funeral service: while the tools we use may change, our core mission of serving families remains constant. By embracing funeral home digital innovation, funeral homes can extend their reach, improve their service offerings, and better support families during their time of need. The future of funeral service lies in finding the perfect balance between traditional values and modern solutions, and platforms like ObituaryShare are helping to bridge that gap.

Would you like to learn more about how digital solutions can enhance your funeral home’s services? Visit Arrington Funeral Directors’ website for inspiration on meaningful obituaries or schedule a demo of ObituaryShare to see the platform in action at ObituaryShare.com

The post Innovative Marketing for Funeral Homes: Insights from Bob Arrington on ObituaryShare appeared first on Johnson Consulting Group.

1.The Service…Start with Self-Reflection

Before seeking external feedback, begin by assessing your current service delivery. This requires vulnerability—being open to recognizing shortcomings and embracing opportunities for growth. Evaluate your processes, interactions, and touchpoints. Where could improvements be made? Honest reflection sets the stage for meaningful progress.

2.Gather Client Feedback

Once you’ve acknowledged areas for improvement, the next step is to collect insights directly from your customers. Customer satisfaction surveys are an excellent tool for this purpose. These can be distributed digitally (email), via text, or through traditional mail (paper).

Focus on these key areas:

• First Point of Contact: Often the lowest-rated section in surveys. Ask how the family’s initial interaction with your business felt and identify gaps.
• Arrangement Process: Gather feedback on the ease and efficiency of the arrangement process.  How did the arranger listen and provide the options?
• Facilities and Appearance: Evaluate impressions of your facilities, vehicles, and surroundings.  Have you provided a comfortable and quality environment for the customer.
• Service Experience: For those who utilized your service, dig deeper into their experience.

Further questions should include perceptions of the overall value, how customers discovered you, their willingness to leave online reviews, and suggestions for additional services (lead generation).

3.Act on Feedback Quickly…Real Time Data

In the movie, “The Godfather”, bad news was expected to be delivered promptly! Similarly, receiving real-time data allows you to address issues immediately rather than letting them go unchecked.  Johnson Consulting’s Performance Tracker System allows you to leverage the latest technology, providing a rapid response to customer concerns.

4.Analyze the Data

Collecting feedback is only valuable if you analyze it effectively. Use robust reporting platforms to:

• Filter data by time frame, location, or region.
• Identify trends and actionable insights.
• Generate reports in real time for prompt decision-making.

5.Deploy Actionable Improvements

With insights in hand, it’s time to implement changes. Review the data with your management team and assign tasks for execution. Ask:

• What improvements can we make?
• Who will be responsible for these changes?
• What is the timeline for implementation?

Accountability and clear timelines ensure that your efforts translate into measurable results.

6.Invest in CX Performance Improvement

Customer experience (CX) isn’t a one-time fix; it requires ongoing commitment. Consider hosting Johnson Consulting’s CX performance improvement workshops to bolster your service culture. John DiJulius’s book “The Customer Service Revolution” is an excellent resource for understanding how to create a customer-first approach.

7.Generate Leads Through Exceptional Service

Satisfied customers naturally become ambassadors for your business. By prioritizing CX and deploying actionable improvements, you create raving fans who are eager to share their experiences. Encourage them to leave online reviews and share testimonials. This not only generates leads but also strengthens your reputation.

Conclusion

Customer service excellence is a continuous cycle. Start with honest self-assessment, gather and act on client feedback, analyze data, and implement changes. Invest in your team’s growth through CX workshops, and reap the rewards of lead generation from loyal, satisfied customers. Then, begin the process again to ensure ongoing improvement.

By following these steps, you’ll not only elevate your service standards but also foster a culture of excellence that drives lasting success.

The post The Ultimate Guide to Elevating Customer Service Through The Feedback and Growth Cycle appeared first on Johnson Consulting Group.