Cremation Trends and Staff Retention: A CANA-Inspired Approach (Part 1)

6/18/2025

Do you feel like cremation came out of nowhere? Meaning: has consumers’ preference for cremation has taken you by surprise? Or that the cremation rate in your business has grown unexpectedly?

The truth is that, in the US, cremation has ranged between 1 to 2% growth each year over the past 50 years. In Canada, after a period of accelerated growth, cremation rates are slowing to below 1% ̶ which may be the US pattern in a decade.

And yet we hear that cremation came out of nowhere: not just from members, but also reporters. They are looking for causes of cremation growth like economic recessions or the pandemic – big disruptors to the status quo. But when you look at the entire timeline of cremation, you see that it took nearly a century for the national rate to hit 5% and then less than 50 years to exceed 50%.

However, just because CANA research shows that the growth rate is constant, the population is not. During the first 100 years of cremation’s history, from 1876 to 1976, there were 3 million cremations total. During the last 50 years, since 1977, there were 33 million cremations in the United States as of 2024. Within many of our lifetimes and careers that population growth means that cremation has increased quickly and, yes, almost seemed to come out of nowhere.

Time for a Mindset Shift

This means that attitudes about cremation – consumers’ preference for it, profitability for your business and services to offer – need to be adjusted at this point in your career. Case in point: when CANA says cremation, we mean the legal form of disposition and not “direct cremation” and all of the biases that go along with that construct.

If you have ever said or heard someone say, “I don’t believe in cremation” or “I hate cremation,” then you have succumbed to the bias that has developed in our profession against cremation, reducing it to misguided preference, decreased profitability, and no service. We challenge you to consider your reaction.

Trend 1 – Reasons to Cremate

Over and over, CANA’s research confirms that cremation is the new tradition and personal preference for a majority of the US and Canada. In a 2022 consumer survey, price was the second reason cremation was chosen, but that’s as much about value and being a savvy spender.

For the consumer, the cremation experience is often more about focusing on the life lived than the body and related merchandise. Consumers’ opening question may be price to determine if you are the provider they can trust, or it may be the one differentiator they have to determine what makes one cremation provider different from another. But, as an experienced funeral professional, you know they have more questions beyond that one and a story to tell about their person and their memory. Do you give them a chance to do that?

CANA has been one of the few “cremation positive” voices in the profession, considering cremation to be preparation for memorialization and one of many forms of disposition. But too often funeral professionals’ assumptions about cremation often come through the questions asked, the ones that go unasked, and the language they use about cremation.

So, ask yourself this question: “When experiencing first contact with a consumer, what’s the first question I ask?” After offering condolences, do you get contact information, demographics of the deceased, or determine burial or cremation?

If you answered yes to any or all of the choices above, those choices do make good business sense. Their response tells you your next business action: refrigeration or embalming? Which veterans benefits or discounts may be applicable? With whom do I follow-up?

What if the first question assumed service? Assumed a celebration of life? That the family wants the body at the service? What if the last question you asked was about disposition?

What impression would that give families?

Change Your Assumptions

If funeral professionals are going to make assumptions, they should assume service. Assume that the person making cremation arrangements loved their person. Assume that their questions are more than about price, and that they’re willing to craft a personal experience. Assume that cremation is the new tradition in their family – and you have been selected to help them.

Trend 2 – Preference for Service

There are myths, biases, assumptions on both sides of the arrangement table. The best solution to overcome them is curiosity: ask questions and listen to the answers. Then, answer their questions with openness and honesty.

While preparing for focus group research in 2019, CANA made some wrong assumptions. We tasked the research company to gather two groups of focus group participants. We defined them as the

Direct Cremation Group – chose cremation and did nothing, and
Cremation with Service Group

The research company soon called us back to alert us to a problem: They had no difficulty finding families who had held a service, but they couldn’t find a single person who chose cremation then did nothing.

You see the mistake we made, right? We forgot to specify that they “did nothing with their provider.” So, even if you assume service, you can’t assume they’ll choose your firm – they’re doing it themselves.

By assuming that every cremation family will do something for their person, your job becomes persuading them to choose you.

Meeting a Family Where They Are

Too often, “Burial or Cremation?” becomes “Funeral vs. Cremation” on both sides of the arrangement table. Instead, research shows again and again that language matters. So, consider swapping it to “funeral or celebration of life,” expanding the timeframe from the traditional three days to all of the options that cremation offers, including the locations in your community that would host a gathering.

By now we have described the disconnect and challenged you to question your assumptions. Are you ready to meet cremation families where they are?

If you are training employees on demographic information or disposition before all else, are you implying that these are the most important pieces of the arrangement? If you are compensating employees on commission and merchandise sales, are they starting off the conversation about service to drive sales arrangements? How can you set an expectation that families can talk about their new traditions or be creative in their service planning?

Now that you have a better sense of consumer expectation, are you and your employees and colleagues equipped to meet them?

Check back for part 2 of this post where we focus on how you can rise to meet these trends with some of our own!

Want a hint about what's to come in part 2? CANA's Certified Cremation Specialist training targets power skills – communication, problem-solving, emotional intelligence, and adaptability – to raise the level of care, service, and compassion for every family. How? See for yourself!

Don't miss your chance to become a CANA-Certified Cremation Specialist in 2025! Registration closes July 1, but coursework is online and on-demand to earn your certification on your schedule.

Level Up Your Power Skills

Barbara Kemmis is Executive Director of the Cremation Association of North America where she promotes all things cremation through member programs, education and strategic partnerships. After more than 25 years of experience in association leadership, Barbara knows that bringing people together to advance common goals is not only fun, but the most effective strategy to get things done.

Brie Bingham joined the CANA staff in 2015 as Membership Coordinator with little experience in associations of funeral service. Now, she is a proud Certified Funeral Celebrant, CANA Certified Crematory Operator, and continues to grow her knowledge of the profession and her role in CANA. Brie coordinates CANA's blog, The Cremation Logs, manages member benefits, and that things keep working behind the scenes so CANA Members can stay focused on their business and their communities.

The CANA Convention Experience

6/4/2025

I had the honor of attending the 106th Cremation Innovation Annual Convention in Chicago, Illinois, thanks to the scholarship myself and four other deathcare professionals received from the Funeral Service Foundation. As a somewhat seasoned deathcare professional and educator, I value and continuously seek opportunities to expand my knowledge, skills, and offerings to the communities I serve. Attending last year’s convention, hosted by the Cremation Association of North America, empowered me to do just that.

Motivation and Education

Throughout the two days of the convention, there were several moving and empowering Continuing Education opportunities hosted by speakers who reignited the "fire in my belly." A few that immediately come to mind are Becoming a Leader of Influence (Robbie Page), Death Becomes Her – The Changing Demographics of Funeral Service Practitioners (Jolena Grande), Cybersecurity Awareness: Recognizing a Threat and Protecting Your Data (Lee Hovermale), and The Eternal Value of Cremation Memorialization/Avoiding Mistakes of the Past: Cremated Remains Belong in Cemeteries (Jason Engler). Each of these sessions provided attendees with the latest developments, trends, and best practices in our industry, highlighting innovative solutions and research that allow us to stay ahead of the curve.

Vendors and Product/Service Showcase

While exploring the exhibit floor, I had the honor of meeting numerous vendors who shared not only their respective products and services but also their hearts and stories. The boutique style of the convention allowed attendees to spend time chatting with and getting to know each vendor. During these interactions, vendors not only shared their knowledge about the companies they represented but also their personal stories of connection to their brands and their own experiences with death, grief, and end-of-life decision-making.

This was unique for me because, in many cases, the usual hustle and bustle of conventions does not allow for this type of connection. The conversational atmosphere removed the nagging sales pressure that often accompanies these kinds of interactions and events. I felt more organically connected to human beings rather than feeling like the next sales conquest.

Fun and Games

One of the most unique and engaging parts of the CANA 106th Cremation Innovation Convention was that it was all a game. Literally. The presentations, educational sessions, and vendor interactions were part of a game meticulously planned to encourage attendees to network, meet new people, and learn new things—all while earning points through the convention app. Ultimately, participants had the chance to win amazing prizes. While I did end up in the #1 spot with over 18,000 points, beating out some very worthy opponents, every attendee who participated walked away a winner.

Overall Experience

This convention exceeded my expectations in many positive ways, especially in its intimate nature. The CANA organizers and leadership have done an exceptional job at mastering the essence of "less is more." Many times, attending a conference or convention can be overwhelming due to the masses of people, adrenaline, enormous venues, and the pressure to "buy now" (especially for an introverted person like me). This was not the case at the 106th Cremation Innovation Convention. Instead, it felt like a group of colleagues, both old and new, coming together to celebrate our sacred work, letting our hair down over drinks, and learning about what’s happening in our beloved field. I will be back again.

Ready for your own CANA Convention Experience? Registration is open for CANA's 107th Annual Convention this August 6-8, 2025, in Phoenix! Find motivation with inspiring speakers, discover solutions on the exhibit floor, get the personal attention you deserve, and walk away a winner!

This year, we've updated the schedule to make the most of the resort experience, taking time to enjoy the cool desert mornings:

We’ve added a 9-hole scramble on The Estates Course at the Arizona Biltmore Golf Club with an 8am shotgun start.
Not a golfer? Take in the scenery with the Arizona Biltmore History Tour to explore the bold Frank Lloyd Wright-influenced architecture, get the scoop on historic celebrated guests, and view their meticulous restoration.
Or explore inward! Join a foundational yoga practice perfect for beginners as well as experienced yogis to create a healthy body and peaceful mind.
And take advantage of the resort pools open around the clock and lounge at your leisure!
Then attend a dinner to celebrate being together in our own desert oasis. Included with convention registration, join your fellow attendees and exhibitors for a relaxing dinner in the lovely Gold Room.

Ready to recharge in the desert? Register today!

Joél Simone Maldonado, aka The Grave Woman, is a licensed funeral director, embalmer, pre-planning specialist, award-winning deathcare educator, sacred grief practitioner, and proud founder of The Multicultural Death & Grief Care Academy. She specializes in educating professionals about the importance of cultural competency, inclusion, and diversity in end-of-life, death, and grief care.

Joél has worked in the deathcare industry since 2010 and has over 15 years of experience in the healthcare industry. She currently serves on the Board of Directors for Compassion & Choices, co-chairs the board’s Diversity, Equity, and Inclusion committee, and volunteers with the organization’s African American Leadership Council.

Her passion is educating through open and honest conversations about the multicultural nuances of death and grief care via her courses, podcast, YouTube channel, and social media platforms. Joél is dedicated to continuously enhancing her personal cultural intelligence, competency, and skills through participation in various post-collegiate entrepreneurship, development, and leadership programs, including earning her CQ certification through the Cultural Intelligence Center.

Maintaining a Beginner’s Mindset

5/21/2025

I may be new to the deathcare industry, but over the past 25+ years, working in multiple industries and leading teams across 10 functional areas, I’ve experienced tremendous success, learned some lessons from a few setbacks, and gained some valuable skills and experiences along the way. As I cross the 100-day mark in my journey as CEO of Foundation Partners Group, it’s a good time to reflect on all that that I’ve learned about the deathcare industry, the people and the road ahead.

I attribute much of my past success to what the Zen Buddhists call Shoshin, a Japanese term that translates as the “beginner’s mind,” based on the teachings of Shunryu Suzuki in his classic book, Zen Mind, Beginner’s Mind. It’s the idea that when you’re new to something and don’t know much about it, you adopt a unique mindset, free from preconceptions and expectations, and filled with curiosity. Experience is a wonderful thing. It often helps us do things at a higher level; but knowledge and understanding of how things work can prevent us from seeing clearly what’s possible. A beginner’s mind means having a healthy dose of intellectual humility and an open mind to receive new information.

I’ve spent the past three months traveling around the country visiting with our regional and support center teams, listening to customers, partners and former funeral business owners. I am extremely impressed with the sense of purpose, passion and professionalism of our funeral home teams, for whom service is a true calling. Getting out to listen and learn from those who’ve been successful in this profession also is helping me understand “why” we do the things we do at Foundation Partners. I’ve asked questions, listened to responses and posed follow-up questions to further understand and “turn” the prism a bit to get people to see things in a different way.

What I’ve learned is that our operations, business model and our industry are ripe for transformation. But organizations don’t change in a sustainable way until people do, so leadership matters. My leadership approach is to inspire people both individually and collectively as a team, to empower and unleash their greatness to achieve extraordinary results. Change is constant and expected in today’s world, and my role is to see around corners and guide our organization to new growth areas.

The past few months have been extremely rewarding, and I am resolved to maintain my “beginner’s mindset” as I apply all that I’ve learned and will continue to learn from the career funeral service professionals around me. Here are five takeaways from these first 100 days:

1. Put your people first

We’re in a service business and you can’t be successful if your team members are not excited, energized and leaning into their work. Set the tone by defining and communicating your organization’s mission and values and demonstrate them in your actions every day. Empower your team members by investing in training, better systems and tools to deliver a better experience—for them and for the families you serve. For example, at Foundation Partners, we’re transitioning to a new, more user-friendly online learning portal, which will offer leadership and position training courses for career growth, providing team members with more resources to succeed. If yours is a smaller firm, take advantage of the great online and in-person training available through CANA and other professional organizations.

2. Listen and ask questions

Communication is a two-way street. Keep the lines of communication open at all levels of your organization. The best ideas come from the people on the front lines. I’ve asked team members at across our organization, “If we do this, how will it impact your world?” I may not be able to implement all their suggestions but giving them space to express their points of view will help win their buy-in to our final course of action.

3. Solicit team feedback and act on it

We’ve launched programs to listen to and act on team feedback—because it’s impossible to build a customer-centric winning culture if your team doesn’t buy in. Our commitment to engagement is rooted in our efforts to maximize discretionary effort, which starts with honest everyday conversations – leaders being both visible and accessible to have conversations with the team. In addition, we have an annual team member survey that gives our team members a voice and offers valuable insights that help guide our leaders to address wins, opportunities and concerns our team may express.

4. Measure everything you do by asking one simple question:

How will it improve the customer experience?

Whether it’s exploring all a family’s options in a preneed conference or walking a family through difficult at-need decisions, we need to listen to what families want, understand what’s possible with our varied service and product offerings, and tailor a personalized experience that exceeds their expectations.

5. Use language to help create the culture you want

Words matter. Do you have employees or team members? The term “employee” is very contractual. Employees fulfill their individual duties and responsibilities and receive salaries and benefits in return. Team members, on the other hand, are driven by a common sense of purpose, interdependency and a sense of community beyond one’s individual role.

In the end, to sustain lasting change, it’s all about mindsets, skillsets and toolsets. Changing mindsets, which requires clarity around the “why,” is the first step on the transformation journey. Then it’s about developing new skillsets and providing the right toolsets to enable people to embrace change and be energized about what’s possible. People tend to be afraid of change, but once they understand the “why”, and how it impacts them they are open to it. When you listen and take action, you can foster a culture in which every team member feels valued, inspired and engaged to serve families in new and meaningful ways.

John D. Smith was named CEO of Foundation Partners Group in January 2025. He oversees the company’s long-term growth strategy, vision, talent and culture, establishing Foundation Partners as an innovative leader in the industry. He brings over 30 years of branded consumer experience delivering accelerated growth, operational excellence, service and cultural transformation. John can be reached at [email protected].

Why Listening Is the Most Powerful Skill in the Arrangement Room

5/5/2025

When we think about improving arrangement conferences, most people jump straight to forms, pricing or merchandise. But the most overlooked—and arguably most powerful—tool is something much simpler: listening.

I’m not talking about the passive kind of listening, where you nod along while mentally running through your to-do list. I’m talking about intentional, engaged, active listening—the kind that builds trust and reveals the emotional undercurrents families aren’t always ready to say out loud.

That’s what transforms a transactional meeting into a meaningful experience.

Listening Isn’t Just Polite; It’s Strategic

You’ve probably sat through at least one arrangement that didn’t go as planned. I certainly have.

Early in my career, I met with a couple for a prearrangement. I made small talk, noted their hobbies and bonded with the husband—football, hunting, the works. I thought we were sailing smoothly.

Except we weren’t.

He joked he just wanted to be “burned and thrown in the backyard.” She wanted a full Mass and burial. I heard their words but didn’t really listen. I didn’t catch the tension, misalignment and heartbreak waiting to be uncovered.

When she broke down crying at the end of the meeting, I realized I had failed her.

That moment became my turning point.

Prepare to Hear What’s Not Being Said

Strong arrangement skills aren’t just about what you say; they’re about how you listen. Before every conference, get yourself in the right mindset. This isn’t just another form to fill out. This is someone’s grief, someone’s love, someone’s final chance to honor a life.

Build trust early. Look through photos together. Ask open-ended questions. Repeat back what you hear to confirm you’re understanding their wishes.

Ask things like:

“Can you tell me about your loved one?”
“Have you ever planned a funeral before?”
“What matters most to your family right now?”

These are not only rapport-building techniques, but also your roadmap.

Listening Creates Clarity

People often walk into an arrangement without knowing what they want. They’re grieving, confused and sometimes overwhelmed by decisions. By listening closely and showing you understand, you help them discover their preferences—not just express them.

When families feel heard, they’re more confident in their choices. They’re more likely to ask questions. They’re more open to education about services they might not have known were possible.

What Listening Looks Like in Action

Active listening is eye contact, body language and slowing down your speech. It’s not finishing sentences for them or rushing to fill the silence. Silence can be incredibly revealing.

It’s recognizing that the quiet person in the corner might be the one who needs your attention most. And sometimes, it’s asking hard questions gently and respectfully to make sure you’re honoring the family’s wishes fully.

The Bottom Line

The best arrangement conferences don’t just happen. They’re built with presence, care and most importantly, active listening.

So before you polish your sales techniques or reorganize your forms, take a moment to reset. Ask yourself: “Am I ready to listen to this family?” When you are, everything else follows.

Looking for training that targets your skills in the arrangement room? As a CANA-Cremation Specialist, you'll be trained on how to reach today's consumer to meet tomorrow's demand. More than body preparation and FTC compliance, this certification focuses on communication skills, grief expressions, ethical dilemmas, and how it all comes together to show families you care. Learn more and register before the July 1 deadline.

This post features insights from Jill Lazar's recent presentation for WilbertEDU called "The Art of Active Listening and Other Ways to Build Stronger Arrangement Room Conference Skills." You can listen to a recording by contacting your local Wilbert office!

Jill Lazar is the Vice President of Business Development for Ring Ring Marketing, in addition to being a licensed Funeral Director and Certified Preplanning Consultant. In recent years, Jill has been a featured presenter at ICCFA's Dead Talks event and its international convention. She also was chosen to participate in Selected Independent Funeral Homes' Leadership Academy and is the recipient of several scholarships from the Funeral Service Foundation. Jill has extensive experience in growing preneed market share and developing strategic partnerships.

Death Becomes Her: The Changing Demographics of Funeral Service Practitioners

4/22/2025

The history of funeral service practice is male dominated. Most of our initial undertakers were owners and operators, purveyors, proprietors. They were livery stable owners and operators. They were financiers. When we think about history, though, it’s important for us to understand that is the recorded history in our history textbooks, which might not have been penned by a woman.

The lack of female perspective in some of our history texts—and in general—is well documented. We do have individuals who are putting out new history books from a different lens that doesn’t necessarily end up being a White male-dominated view of the past. As we begin to look at how things were well before the 1900s, I hope we can recall that women were the primary caretakers. They were the ones that were as familiar with the cradle as the grave. They were there as midwives and nurses, helping with the birthing of our next generation. And they were there in sickness and in death to take care of the remains. Of course, the gentlemen were also there to provide the caskets and the transportation or the coffins at the time. But it’s important for us to understand “her story” in history.

My Story

I was a teenager fresh out of high school when I began working at a mortuary-cemetery-crematory-flower shop combination. It was owned by a family that had it for three generations. My typical daily schedule began in the afternoon, because I went to school during the day. You were registered as an apprentice or an intern or a trainee, and it took us about 12 months to get through a program.

This was back in the late eighties, early nineties, and it was not uncommon that we would be in class from 7 to 3 and at work from 3 to midnight. Weekends, holidays, evenings. We were on call. That was the way we were groomed for professional practice, understanding that our lives took second stage to what was the main show—and the main show was caring for the grieving families.

I was one of four women in class at the time and most of them were legacies. You recognized their last names because they were on the side of buildings. You saw that they had this perspective—that it was a grooming, if you will, and they didn’t have a choice. They were going to take over the family business. Some of them were rather reluctant to ascend to that type of position, yet it was an expectation from their family. Now my classroom is 90%+ women—and the men who identify as such were not assigned male at birth.

Why Now?

So—why are we just recognizing the influence or impact or influx of women now? It might be because the number of women find it—post-pandemic—now viable to balance work and life and not have to pack up and move away to go to school. They can do it from their living room on their laptop. Now is the opportunity for so many individuals who were transitioned away from their primary job because of the pandemic and are now looking for something that is rewarding and stable as a second career.

These might be our former nurses who were frontline during the pandemic and have decided now is the time for them to migrate somewhere away from hospitals. It’s our social workers. It’s our police officers. It’s our firefighters. All of those that may have been in a caregiving role that have been called to funeral service.

I think the pandemic was the best thing to illuminate what deathcare professionals do in our communities, because it put us on the evening news every night as to what was being done to help those families that had suffered so much loss in such a short period of time. But at the same time, there’s a host of gender politics that go right in line with that gender gap.

We found that the burden of a second shift, working all day and then caring for family members, fell primarily to women. That has been historical. As they’ve taken on roles outside of the home, women are still expected to maintain the home. Hopefully, as we begin to see more diversity and equity and inclusion in our workforce, the responsibility for both home and family and work becomes more equally distributed and equitable.

The Student Population

We are an intersection of everything that we have done, that we have been exposed to and that we continue to do. So how is this going to impact the way you treat your applicants and your employees?

I hope that you are looking for an employee that wants and has a significant desire to make an impact. And then I hope that you see within yourself a need to mentor the next generation.

No longer are we at the point where 5% of our population of practitioners is women. We’re now more than 40% — and we have a strong desire to comfort the grieving families that come to us. We recognize that there’s an increase in cremation, but it comes with additional celebration and an opportunity for innovation, because we are no longer tied as individuals to being a second generation, a third generation, or the succession plan that our family had.

We women don’t have the same level of expectation for ourselves. We don’t have the same level of burden thrust upon our shoulders from our fathers, our grandfathers, our mothers, our grandmothers. We do things differently. And this is why women are such a natural for funeral service practice. We are innovators, we are revolutionaries, we are here, and we’re so glad that we have the opportunity.

What Graduates Want vs. What Employers Offer

There is a gap between expectations of our graduates and what our providers are willing to give. Here are some of the things that our graduates want. Flexibility. They do not want that schedule that I had: three to midnight, weekends, holidays, after hours. They want a work-life balance.

They want someone that is as interested in the graduate’s own learning and development as they are with the development of their business. They want financial well-being. They want benefits to be offered, but not the benefits that the traditional employee may have wanted. They’re not looking for a retirement per se, but they do want a cafeteria plan.

They want to make sure that the mission of the funeral home and the owners and the managers match the mission and values that they bring. But more than anything, graduates want to be recognized for the skills that they bring to us that might be earned outside of a classroom environment: for what they’ve experienced, for the innovation that is within them, and being willing to collaborate with them in that regard.

They’re not just looking at their paycheck. They’re looking at everything that embodies the work-life experience. They want an owner or a manager that understands that balance and walks it themselves. They want an owner and manager that communicates the importance of unplugging from digital technologies. They don’t want to be bothered on their days off. They don’t want to answer texts at 6 o’clock in the morning. They want individuals that are held in high regard, and they do think of you as their mentors. Whether or not you have opted for that title, they have superimposed it on you. They want to see their manager taking time away from work and enjoying that work-life balance.

They are diverse. They expect equity. They want to be included and they do not take “It’s the way we’ve always done it” as an answer—and they certainly want to overcome the biases that we may have on them being younger and possibly not knowing how we do things because they have found a way to do it better. Our next generation wants to make sure that the mission of the funeral establishment aligns with their values.

Focus on volunteerism, philanthropy, and service above self, because that’s where they’re coming from. And then of course, on the compensation package, because that’s the one area we commonly hear that funeral service is lacking in. They’re not compensating appropriately for the level of engagement and education and experience requirements.

Full time to them is not 40 hours a week. Full time to them is engagement of the brain. They will constantly be engaged, yet they might not be at work. So what are we doing to offer them a benefit package that not only has the appropriate wage but also includes fringe benefits, like student loan repayment programs or flexible spending accounts?

Our students and applicants are compassionate individuals that believe that they should be judged not on their appearance, but on their conduct and demeanor. And they are professionals in that regard. They want to be recognized and respected for their contributions and applauded for what they give.

Thanking them at the end of the day for the work that they’ve done might seem so superficial and yet, they need to hear “You did a good job. I appreciate that you were here and I really hope you’ll come back tomorrow.” When they are in an environment where they do not feel that level of support and appreciation, they’ll be the first ones to ghost you. Gone. They found another position and they do not feel beholden to a two-week notice.

Historically, we expected individuals to have family ties to funeral service. That’s not true today. In such an amazing way, you have people that are coming into funeral service because they have a fire within them, compassion at their core, and they want to make a difference. They don’t feel obligated to hold the family tradition. They want into our ranks, but they’re women who haven’t historically been in our space.

“Where are our applicants? I can’t seem to find any applicants.” Trust me, they’re there. The problem is—are you ready to meet them where they are? Because they are willing to change the world and they are ripe for what funeral service brings next.

This article was excerpted from an article of the same title, published in Vol. 60, Issue 4 of The Cremationist. Members can log in to read the full article, including the data on current graduation rates and more suggestions for supporting new hires. Not a member yet? Join now for just $539 for your company and see all that CANA has to offer!

Jolena Grande, CFSP, has more than 30 years of professional practice as a California-licensed funeral director, embalmer, cemetery manager, and crematory manager. Beginning her funeral service career in 1989 working for a large mortuary/cemetery combination operation in Southern California, she is also a longtime faculty member in the Mortuary Science Department at Cypress College where she has served as an instructor since 1995. She serves on various committees with the California Funeral Directors Association, is the current secretary of the National Associated Colleges of Mortuary Science, and immediate past president of the American Board of Funeral Service Education. She is also involved with the California Department of Consumer Affairs Cemetery and Funeral Bureau Advisory Committee and is an item writer for the International Conference of Funeral Service Examining Boards.

The Deathcare Superconference: A Turning Point in the Future of Deathcare

4/4/2025

From September 16-18, 2024, four groups came together to hold the first-ever Deathcare Superconference. Jointly hosted by the Funeral Consumers Alliance (FCA), National Home Funeral Alliance (NHFA), National End-of-Life Doula Alliance (NEDA) and People's Memorial Association (PMA), this event welcomed more than 100 attendees from across death care in all its forms: embalmers, funeral directors, death doulas, cremationists, end-of-life medical professionals, cemeterians, grief care providers and more!

The 2024 Deathcare Superconference in Seattle was more than just another industry event—it was the culmination of an evolving conversation that began in an airport and carried into the heart of the Pacific Northwest this past September. This event marked a pivotal moment in deathcare, as the rise of death doulas and community deathcare groups is challenging the traditional landscape of funeral services. With recent legal cases and potential changes to federal regulations placing a spotlight on the industry, we find ourselves at a crossroads—a moment of both disruption and opportunity.

We are witnessing a shift from the "old guard" to the "new guard," a transformation that demands careful thought and collaboration. At its core, the conference was about unification. This is not a battle of opposing sides but rather an invitation to come together to shape the future of deathcare in a way that honors history while embracing innovation.

A Conference Born from Collaboration

The idea for the 2024 Superconference took shape over a year ago when representatives from various deathcare nonprofits began meeting regularly. We recognized that too often, we were working in silos, despite overlapping missions and goals. Our vision for the conference was to create a space where diverse voices—attendees and speakers alike—could engage in discussions about the most pressing issues in deathcare today. Topics included legal challenges, affordability, diversity, equity, inclusion (DEI), and innovative models of care.

Rather than just talk about change, we aimed to present real-life examples of organizations putting these principles into practice. The event served not just as a symposium but as an incubator for ideas that will be put into action in the coming years. With plans to hold the Superconference biennially, the intervening years will serve as a time for implementation, evaluation, and continued dialogue.

Key Takeaways from the Superconference

As one of the planners of the event, I embraced my role as an active listener to this movement—one committed to practical solutions, not just ideas. Among the many thought-provoking discussions, two stood out as particularly impactful to help bridge the gap between tradition and transformation:

Diversity, Equity, and Inclusion (DEI) in Deathcare: DEI is more than just a buzzword; it’s an essential part of serving families with dignity. In addition to cultural competency, accessibility must be prioritized. Something as simple as providing captions during discussions or ensuring that materials are available in multiple languages can make a difference.
Culturally competent care that acknowledges the diverse traditions and rituals of the families we serve. True inclusivity requires us to go beyond performative actions and embed these principles into the core of our business practices. This conversation is not about displacing anyone but about making room for all.
Legal Challenges and the Future of Regulation: One of the most powerful moments of the conference was the discussion on legal challenges in the industry. A key takeaway was the reminder that, despite different perspectives, we are united by our commitment to serving families and communities by advocating for policies that embrace inclusive end-of-life options. As laws evolve and regulations shift, we must navigate these changes together with mutual respect. There is room for everyone at the table, and collaboration is the key to ensuring consumer rights and professional integrity.

Keeping the Conversation Alive

The Deathcare Superconference was not just an event, it was the beginning of an ongoing movement. To keep the momentum going, we encourage deathcare professionals, advocates, and anyone invested in the future of this field to take action:

Access the Recordings: If you missed the live sessions, recordings are available to hear these valuable discussions and make sure they reach a broader audience.
Engage as an Active Listener: Whether you're a seasoned funeral director or new to the space, listening to a diverse range of perspectives and remain open to evolving practices that prioritize compassionate and ethical care as the industry evolves.
Here’s a few perspectives that offer ideas and solutions that I’ve been engaging with to get you thinking: Compassion & Choices nonprofit organization; Ben Field, Attorney at Institute for Justice; Joél Simone Maldonado, The Grave Woman; Tanya Marsh, JD, Senior Associate Dean for Academic Affairs and Professor of Law at Wake Forest University School of Law; Joyal Mulheron, Founder & Executive Director, Evermore
Advocate for Change: Whether through joining one of the hosting organizations (NEDA, NHFA, PMA, and FCA), implementing more inclusive service offerings, or advocating for policy advancements, your voice matters and there’s a spot for you at the table to join the discussion as we shape the future of deathcare.

The Deathcare Superconference was a launchpad for high-level discussions, but its true success will be measured by the actions we take moving forward. By working together, embracing change, and advocating for ethical and inclusive practices, we can create a more compassionate and sustainable future for a more inclusive, accessible, and consumer-focused deathcare landscape.

If you're interested in exploring topics in cultural competency, consider the Multicultural Death and Grief Care Academy from Joél Simone Maldonado. CANA Members receive a 20% discount on four training series that provide culturally inclusive education for end-of-life, death and grief care to ensure that every farewell is met with dignity, respect, and the deep honor that every life and culture deserves.

Members: claim your code in the Member Portal or contact CANA at 312-245-1077 or [email protected] for more information. Not a member yet? See all the benefits that membership provides and join today for just $539 for the entire firm!

Ashley Johnson, President of the National End-of-Life Doula Alliance, is a passionate advocate for compassionate and informed end-of-life care. A University of Florida alumna and licensed celebrant, Ashley’s journey began in a low-income neighborhood, inspiring her to address disparities in death care. With over a decade of experience in fields like forensic anthropology and whole-body donation, she founded Loyal Hands, an end-of-life doula consulting agency offering education, resources, and support. Ashley’s leadership extends to memberships in CANA, ICCFA, and the Florida Palliative Care Coalition, and she has served as NEDA’s board secretary since 2020. A dedicated community volunteer, she directs events like "Get Your Rear in Gear" for colon cancer awareness and contributes to PsychArmor’s veteran care initiatives. With a Nonprofit Management Certificate and roles with Compassion & Choices, Ashley is a TEDx speaker committed to equity and inclusivity in end-of-life care.

Culture is the Medicine for Grief

3/10/2025

There have been moments throughout my career as a funeral director, sacred grief care practitioner and educator that have been utterly heart shattering. Surprisingly, many of these moments stem not from the revolving door of death and grief I have witnessed and supported countless families and communities through, but instead from the lack of consideration, honor and inclusion extended to multicultural and marginalized communities. Such incidents have reinforced a painful truth: that the deathcare industry and the professionals who serve within our funeral homes, crematories and cemeteries are falling short and missing the mark when it comes to cultural competency.

When Culture is Dismissed as Liability

The most recent, and probably the most heartbreaking, conversation I’ve had with someone who unfortunately was on the receiving end of our industry’s lack of cultural competency took place randomly while my husband and I were shopping at our local Sam’s Club. I asked the young woman assisting us at the cell phone carrier kiosk what her tattoo represented. She proceeded to share with me that her best friend of 20+ years had recently passed away. She and some of their close friends chose to get a tattoo because they couldn’t express their cultural rituals at the funeral. They felt the need to do something that connected them spiritually and culturally.

Naturally, my ears perked up and I asked her why they couldn’t attend. She shared that the family had requested that they be able to end her friend’s funeral with his casket being escorted out of the funeral home’s chapel led by a mariachi band comprised of relatives and loved ones. They were denied this final rite of passage and told both by their funeral directors and the funeral home manager that their request posed a liability and threat to their building’s insurance.

Fighting back tears and choking on her words, this grieving kiosk employee described the family’s humiliation, dehumanization and embarrassment at being told that their desire to perform this sacred ritual and ceremony for their deceased son was a liability. They felt small and unseen. As a result, they wanted to move their loved one’s body to a funeral home that would allow them the freedom to express their culture.

Unfortunately, because of the lack of diversity in the area in which they live and because there was no one to advocate for them (combined with the fact that they simply did not have the money, emotional stamina or energy to relive the funeral arrangement process), this family was stuck paying for services that did not honor their cultural needs and didn’t leave them feeling as if they were served with dignity. Sadly, this story is not unique and represents an area for growth and redirection that our industry and the professionals in it should take to heart.

We Don’t Know What We Don’t Know

Early on in my mortuary school journey it became very evident to me – as it does for many students – that there is little to no education specific to caring for diverse communities as it relates to both the cultural rites and the unique needs of bodies of indigenous peoples and communities of color. This realization was made even more real while I worked as an apprentice.

One memorable day, I walked in on a seasoned professional cutting the box braids (see below) from the hair of a deceased Black woman whose family requested that her braids be removed so her hair could be styled differently for her viewing and service. Unbeknownst to the embalmer, by cutting off the braids close to her scalp, he was in turn cutting off all of her hair, effectively maiming her presentation for the viewing and violating the spiritual sacredness attached to her hair.

His actions were not carried out with ill intent, and he expressed deep remorse when I stopped and educated him. However, had I not stopped him, his lack of cultural knowledge and technical skill could have had a profoundly negative and irreparable impact on our firm, reputation and – most importantly – on the family and community of the deceased.

"Box braids" are a traditional African hairstyle where hair is sectioned into square-shaped parts and braided into individual plaits, often with extensions for added length and thickness. This protective style minimizes damage, lasts for weeks, and holds cultural significance in Black and Indigenous communities but are often adorned by those outside of the Black/Indigenous community.

Frustration Leading to Solutions

Stories like these, centered around inappropriate and offensive language, lack of awareness and lack of cultural humility are frustrating and heartbreaking, but they have also motivated and inspired me to develop The Multicultural Death & Grief Care Academy. The Academy provides resources, courses and training specifically for end-of-life, death and grief care professionals. Our mission is simple: To empower professionals to better serve decedents, families and communities alike with cultural competence and sensitivity.

The Cultural Kaleidoscope course series shows funeral professionals that a mariachi band processing the casket is not merely creative personalization but an important cultural rite that makes an impact on a community’s final farewell. By challenging fixed or outdated perspectives, each course in this series helps foster open, honest conversations about the diverse ways different cultures approach end of life, death, grief and mourning to building culturally competent deathcare professionals.

The Dignity in Death series focuses on our care of Black decedents with 10 courses covering the unique hair and cosmetic techniques to cultural and spiritual considerations that ensure that we can build a deeper understanding of Black body care traditions, improve their services, and ensure families receive the highest level of care during one of the most important moments in their lives. Practical courses like Removing Braids, Twist & Extensions and Properly Caring for Locs & Twist expand technical skills in the prep room to ensure dignity for the deceased and positive outcomes for our communities and our firm.

By embracing cultural competency, we not only transform the way families experience loss but we, as an industry and as professionals, ensure that every farewell is met with dignity, respect, and the deep honor that every life and culture deserves.

CANA is excited to announce a new member benefit! Exclusively for CANA Members, Ms. Maldonado has offered a 20% discount on four training series that provide culturally inclusive education for end-of-life, death & grief care excellence in accessible online formats, live workshops, and interactive experiences to take the next step toward cultural understanding, professional growth, and compassionate care.

Dignity in Death: Caring for Black Decedent & Communities delivers 10 self-paced courses to equip end of life and death care professionals as well as doulas with the knowledge and skills to provide culturally competent and sensitive care for Black bodies in transition and Black decedents.
CANA Members: $1,440; Non-Members $1,800
Faith, Religion and Culture for End-of-Life & Deathcare explores the rich diversity of faith, religious, and cultural traditions surrounding death and grieving in a 12-week instructor-led series equips deathcare professionals with the cultural competence needed to provide respectful, compassionate care to families from various backgrounds.
CANA Members: $799.20; Non-Members $999
Cultural Kaleidoscope: Challenging Perspectives and Building Culturally Competent Deathcare challenges traditional mindsets, encouraging open, honest conversations about diverse cultural approaches to end-of-life care, grief, and mourning. This transformative program empowers deathcare professionals to provide more inclusive, compassionate support by addressing cultural competence and confronting implicit biases.
CANA Members: $192; Non-Members $240
Mortuary School Mastery: 6 Course Series Designed to Help You Thrive is a 6-part series designed specifically for mortuary students or those interested in attending mortuary school who are navigating the challenges of their education and preparing for a successful career in funeral service. Each offering is packed with practical wisdom, essential skills, and hard-earned lessons to help you avoid the common pitfalls that many students face and to set you on a clear path to success.
CANA Members: $192; Non-Members $240

All courses and training are approved for CE credit through Academy of Professional Funeral Service Practice (APFSP).

Joél Simone Maldonado, widely known as The Grave Woman, is a licensed funeral director, embalmer, pre-planning specialist, and the award-winning founder of The Multicultural Death & Grief Care Academy. With over a decade in the death care industry and more than 15 years in healthcare, Joél is a recognized leader in educating professionals on Cultural Competency, Inclusion, and Diversity in end-of-life care. She serves on the Board of Directors for Compassion and Choices, co-chairs its Diversity, Equity, and Inclusion committee, and volunteers with the African American Leadership Council. Through courses, her podcast, YouTube channel, and social media, Joél fosters open dialogues on the nuances of multicultural death and grief care. Committed to personal growth, she continually hones her skills and cultural intelligence, including earning her CQ certification from the Cultural Intelligence Center and engaging in advanced entrepreneurship, development, and leadership programs.

Why Your Company Needs Management Training

3/4/2025

A quick search on Google about horror stories in the office yields results that are often related to the work environment, company culture, and, worse, their manager. The workforce has had much to say about how managers and leaders handle their teams.

They have every right to – after all, your employees are the backbone of your company. Without them, business owners, especially those who have only just entered their respective industries, can face insurmountable challenges in operations, service delivery, and customer relationships, among others.

As such, it is essential for startup and well-established companies to invest in management training that matters. Regardless of experience, managers are expected to refresh their skillset and knowledge base in order to adapt to the new demands of the workforce.

Management education and training provides you with the tools you need to not only hire the best people for your team but also take advantage of every new talent you add to your company. If you need more reasons as to why you should be getting management training, then this article is for you. It will show you what proper management can do in hopes of emphasizing that learning is an essential part of being an effective leader.

Bringing out your team's potential

Over the past few years, the workforce has become increasingly diverse as technology has made it possible for people all over the world to connect with each other.

For managers, this trend can mean one of two things. For one, the increased diversity could pose unexpected challenges due to differences in culture, perspective, and work ethic.

However, with the proper management skills, company leaders can maximize this diversity to bring out your team's potential for innovation, which is an invaluable asset in an era of knowledge and technology.

You can motivate them to grab the opportunities instead of waiting for it to happen, become more assertive, and hone themselves into becoming future leaders. A good manager can also empower their team, which not only increases their productivity but also their reliability and sense of responsibility.

Inspiring employee loyalty

An incompetent manager can be detrimental to your team's productivity and creativity. Your employees may find themselves bogged down by inefficient processes, fatigue, and job dissatisfaction – factors that can increase your attrition and causing your company to lose the money you've invested for their hiring, training, and onboarding.

Management training helps you identify the signs and prevent the problem before it can happen. It can teach you what to do during coaching and one-on-one sessions as well as any other employee interaction you may have.

As a result, it can ensure that you're inspiring employee loyalty instead of inviting resignation letters to land on your desk.

Devising better business strategies

Once you have a workforce that you can rely on, the next thing you may want as a manager is to ensure that you're doing things right on the business side of things.

Proper management training teaches you how to devise better business strategies that can benefit you in the short- and long-term. Such strategies may have something to do with your workforce, like what, when, and why you should implement an effective rewards system.

It may also teach you how to identify the market you want, reach the customers you need, and keep them coming back to your company for your products and services. The best training modules out there might also include how to handle finances, which is a key responsibility of leaders.

Growing your business

Imagine if you had a workforce that you have to replace every once in a while because people don't want to keep working for you. As a leader, this scenario means that you have to keep hiring people, investing in training over and over again. It also means that you have no one to rely on but yourself.

If you want to start focusing on growing your business, then consider getting management training for the simple fact that it ensures that you're hiring and training a team that will be with you throughout your growth as a company.

It also enables you to delegate tasks, which is something you'll find yourself grateful for when growing inevitably means more paperwork, tasks, and decisions. Having the knowledge and skills necessary to achieve this is essential for startups, especially if you want to hit the ground running.

As a general rule of thumb, remember this: happy workforce, happy leader. If your team spends their time trying to come up with efficient strategies and thinking up solutions to your problems, it's more than likely that you, as a manager, are leading an empowered team that can support the growth of your company. Invest in management training because your workforce is as much an asset as it is your capital.

Learn more

Want to elevate your team’s success in 2025? The CANA Deathcare Business Administration Certification is a streamlined 10-week learning and networking program designed for current and future leaders in the deathcare industry. Learn critical skills in people and financial management that will drive real results. Launching on Tuesday, April 1st, our program offers a blend of executive MBA-level education and practical, real-world application. Connect with fellow CANA members and industry experts to share insights, strategies, and success stories.

Ready to lead, inspire, and succeed? Enroll now and secure your spot in the Deathcare Business Administration Certification program! To learn more and register today, visit www.goalmakers.com/cana. Your path to leadership excellence starts here.

Special discounts are available for teams! This learning experience will create a ripple effect of positive change, arming your team with a common leadership language and actionable insights. This is more than just a training program; it's an investment in the future leaders of your business. Teams of 3 or more qualify for bulk discounts!

This post republished with permission from the Goalmakers blog. For more, read on here.

Jeremy Wall is co-founder and CEO of GoalMakers. Understanding that most managers have never been taught the fundamentals of people management or business finance, Wall has a passion for simplifying these concepts into practical and applicable lessons to help businesses define & achieve their goals. After building his previous business, an IoT safety company, Wall did private consulting before joining esteemed coach and author John Cioffi to expand this knowledge to a global audience through the GoalMakers ‘mini-MBA’ programs, including the CANA Deathcare Business Administration Certification.

Service Wins the Game

2/18/2025

Customer service is a phrase thrown around a lot in business, but what is excellent customer service? What does it look or feel like? How do you know if you are providing it?

In today’s cremation and funeral market, customer service is a strong differentiating factor. It is an important action you must take to elevate yourself above your competitors. Dr. Tony Alessandra said it best:

“Being on par in terms of price and quality only gets you into the game. Service wins the game.”

Think about how customer service ties into your day-to-day work with families. These interactions could take place with a family that has lost a loved one, someone looking for information, or maybe during a community event that you attend or take part in. Each is an opportunity to show people the superior level of customer service you provide.

The thing about customer service is that it is subjective—everyone has his or her idea of what customer service should be. With that in mind, here are some things to consider for your customer service standards:

On the phone

Consistent greetings
Making sure that all employees answer the phone the same way with a proper, warm greeting ensures the person on the other end of the line that they have chosen to call the right place. An example of a good greeting would be “Thank you for calling (business), this is (your name), how may I help you?”
Relevant answers
This can sometimes be tricky, as you want to be able to meet your customers’ needs but you need to take the time to truly understand what answers they are seeking. Are they looking to pre-arrange? Has someone passed? Is someone imminently ill? Asking pertinent questions before responding will show the person on the phone that you are interested in them and their situation.
Technical Proficiency
Again, this sounds straightforward. But a good handoff from one employee to another to take time for an exchange of known information can make a big difference to the customer. Transferring the information is just as important as the physical transfer of the call because it ensures a customer doesn’t have to repeat questions and answers multiple times. Also, make sure your staff knows where to transfer each call. There is nothing worse than being transferred several times because the customer wasn’t connected with the proper person from the start.

At the location

Clear Directions
Having proper and clear signage is important. Let’s face it, our locations are intimidating to a lot of people. Make sure they know where to go, and they’ll be much more comfortable.
Welcoming Greeters
First impressions are important, and how you greet people entering your location can set the tone for customer service expectations. Is it the expectation to meet people at the door? Do you have a receptionist? If you do, does that receptionist stop what they are doing and walk around the desk to greet the family as they enter?
Amenities
Think about all the little things that you can do at your location to make a visitor feel comfortable and at ease. Seemingly small things make big customer service impressions. Do you have a family lounge? Do you provide coffee, soda, or cookies? Are there comfortable waiting areas? Are the restrooms clean and accessible?
An outside perspective
Put yourself in the place of the family sitting across the table. In today’s competitive cremation market, customer service is even more important to driving customer loyalty and building brand equity. One thing to consider as a best practice is to start arrangements by setting clear and concise expectations to ease a family’s anxiety in an unfamiliar setting working through a process that they have little or no experience with.

In the community

What is the expectation for you and your staff to be involved in the community?
Getting involved in community events and organizations is another form of customer service. This is also a great way for people within your community to ask questions about your services in a casual setting.
What are some events that you can host to build appreciation and goodwill in your community?
Holiday services, community fun days, and blood drives are just a few examples of events that you can host. If done well, your community will view these as exceptional customer service associations with your brand.

No matter what type of plan you put together you should always measure against the expectations that you have set. Find a way to survey your families so you can assess whether you’re delivering on your expectations, and as a way to self-correct and improve.

As you develop your plan, think about some of these keys to exceptional customer service:

Listen. Active listening is a key to understanding and the foundation for great service. Listen and ask questions for understanding, letting the person know that you are truly invested in what they are asking or saying.
Know your products/services. Make sure you and your staff are subject matter experts on what you provide. Take time to train your staff on the value of what you do and what you offer them. Transversely, if you don’t know the answer to something, let the person know that you don’t have that answer but would be happy to find it out. This can be much more powerful and give you more credibility than stating something incorrectly or making up an answer.
Be friendly/approachable. A smile and positive body language can go a long way in perception.
Be responsive. Make sure that you are following through and following up with people quickly. Communication is key, internally with your staff and externally with your customers.
Manage expectations. Set a standard and hold yourself and staff accountable to it. By the same token, make sure your customer understands what you are doing and when you will do it, which will eliminate incorrect assumptions on both sides.

These guidelines are crucial to delivering excellent customer service in our increasingly competitive industry. As you build your plan for success, remember the words of Jerry Fritz:
“You’ll never have a product or price advantage again. They can be easily duplicated, but a strong customer service culture can’t be copied.”

You don’t have to work on improving your phone customer service alone. Consider CANA’s Your Best First Impression: Phone Shoppers online course. Available online, on-demand, at your pace, on your schedule, and (in some states) for CEUs, this course improves your strategy for talking to prospective families on the phone. Learn more: cremationassociation.org/eduonline#phoneshopper

Want to make your best first, second, third and fourth impression? Become a CANA-Certified Cremation Specialist and develop soft skills that bring excellent customer service to every arrangement conversation. You’ll take courses that remind you why we have two ears but just one mouth, how you can meet a family in the middle to present their loved one without preservation, what to consider in developing your own ethical framework and much more. You’ll find new confidence in your ability to answer the next call with a high level of service, no matter who’s on the other end. Learn more at cremationassociation.org/ccs – hurry back! Registration opens April 1.

This post excerpted from “Excellent Customer Service in Any Arrangement Conversation” first published in The Cremationist volume 54, issue 4. Members can read the full article by logging in to the CANA website. Not a member yet? See the full benefits of membership and join today!

Winter Park, Florida-based Foundation Partners Group is one of the industry's most innovative providers of funeral services and the second-largest funeral home group in the country based on the number of families served. Foundation Partners owns and operates a network of over 250 funeral homes, cremation centers and cemeteries across 21 states. Our deep understanding of technology and customer experience-centered approach allows us to deliver truly innovative and compassionate care to the families we serve. Visit www.foundationpartners.com to learn more. 

2025 Predictions: 3 Ways End-of-Life Offerings Can Adapt to Meet Consumer Demands

2/3/2025

As we step into 2025, the end-of-life industry is evolving rapidly. Changing consumer preferences, advancements in technology, and a growing awareness of environmental sustainability are reshaping how individuals and families approach funeral planning. To keep up, service providers need to innovate and adapt—but the good news is that these changes bring exciting opportunities to better serve families during some of life’s most meaningful moments. Here are three predictions for how the industry can adapt to meet these new demands.

Prediction 1: Go Green

Did you know that 84% of Americans would consider “green” funeral options? According to the Kates-Boylston Publications 2021 Green Survey, this growing trend highlights a societal shift toward sustainability, and it’s transforming the funeral industry. Families are increasingly seeking ways to honor their loved ones while also being mindful of their environmental impact.

Understanding the “Green” Spectrum

"Green" means different things to different people. For some, it’s about offsetting carbon emissions and minimizing environmental impact. For others, it’s about leaving a positive legacy—such as choosing a Memorial Tree in a protected forest, where their final act contributes to the health of the planet. These options not only reduce one’s ecological footprint but also provide families with deeply meaningful ways to remember their loved ones.

Education and Options Are Key

With options like natural organic reduction (also known as NOR or human composting) gaining popularity, education is crucial. While this process is legal in only a handful of states, awareness is growing. Families also want guidance on spreading ashes in natural spaces—whether in forests, oceans, or other protected areas. By educating families about these options and the regulations in their state, providers can empower them to make informed choices.

It’s also worth noting that year over year, there is a 22% increase in people searching for “green burial” on Google. Providers who offer a range of environmentally friendly services and clear guidance will stand out in this growing market.

Action item: Research what green options are available in your community. Write a blog or email newsletter sharing those options with your community. Our partners at Mueller Memorial have hosted “green options” educational seminars with record attendance!

Prediction 2: Online Everything

The days of strictly in-person funeral planning are fading. As Gen X and Millennials take on more responsibilities for planning end-of-life arrangements—both for their parents and themselves—they’re bringing with them the expectation of seamless online experiences. According to NFDA's 2024 Consumer Awareness and Preferences Report, 40% of consumers now begin the arrangement process online, and 25.9% would prefer to make prearrangements online instead of meeting with a funeral director in person.

Meeting Consumers Where They Are

Today’s planners value convenience, transparency, and the ability to explore their options without pressure. They expect digital tools that let them browse services, compare prices, and even schedule consultations at their own pace. Offering online preplanning forms, virtual tours of memorial sites, and easy payment portals can make a significant difference.

A Digitally Enhanced Brand

End-of-life providers need to ensure the solutions they offer are paired with a robust digital presence, creating a seamless experience for families that reflects consumer values and meets their needs. This blend of innovation and tradition doesn’t just build trust—it fosters customer loyalty and supports premium pricing.

Funeral homes and service providers who invest in digital tools and prioritize user-friendly experiences will not only attract tech-savvy consumers but also position themselves as forward-thinking leaders in the market.

Better Place Forests has had success with sharing its core products and services online via an “online forest tour.” Families love the ability to easily align as a family and better understand if a Memorial Tree is right for them.

Action item: Brainstorm with staff about what’s unique to your products and services. If it’s not on your website, take the time to add it!

Prediction 3: An Ongoing Relationship with Families

One of the most significant shifts in the end-of-life industry is the rise of cremation, which now accounts for 60.6% of arrangements in the United States, according to CANA’s 2024 Annual Cremation Statistics Report. That report states that cremation rates are expected to rise in the US until a projected plateau of around 80% as early as 2040. This shift toward cremation has given families more flexibility in how and when they choose to memorialize their loved ones. Instead of traditional timelines, many families are now spreading ashes or holding commemorative events on meaningful dates—like birthdays, anniversaries, or holidays.

Staying Connected with Families

To stay relevant, providers should build lasting relationships with families. This could involve sending gentle reminders or offering services tied to significant dates. For example, helping families plan a gathering to spread ashes on the anniversary of a loved one’s passing or offering ideas for honoring their memory during Mother’s Day or Father’s Day can be incredibly meaningful.

Supporting Families Beyond the Immediate Moment

Families increasingly value ongoing support. Providers can offer services like memorial newsletters, annual tree-planting events, or even digital tools to help families keep track of important dates. By staying engaged, providers not only enhance customer satisfaction but also create opportunities for additional services and deeper connections.

Action item: Start a newsletter to engage with families who choose cremation and your firm. Many may still be interested in memorialization products and services, as well as advice on living with grief.

Looking Ahead

The end-of-life industry is at a transformative crossroads, with consumer preferences changing at a rapid pace. Embracing green options, enhancing digital capabilities, and fostering long-term relationships with families are not just predictions for 2025—they are essential strategies for staying relevant and impactful.

Looking for more predictions? CANA’s research shows that the national cremation rate has grown steadily and predictably for the last 50 years. But now, after decades of accelerated growth in the United States, CANA now begins to see evidence that the national growth rate is slowing, a common statistical occurrence after the rush of adoption reaching at 60.6% in 2023.

CANA’s 2024 Annual Statistics Report shows that the annual cremation growth rate is starting to wane. This supports the association’s observation over the past few years that the US is entering a “deceleration” period of cremation. This growth rate is now expected to slow—but not to reverse.

CANA predicts that cremation rates will continue to rise until a projected plateau of around 80%. In 2023, CANA added a new color to the popular “heat” maps of US and Canadian cremation rates, highlighting the individual states and provinces with cremation rates above 80%. The diversity of cremation rates persists across both the Canadian provinces and the US states. By 2033, CANA research predicts the cremation rate in all states will reach or exceed 50% with the national rate surpassing 70%.

Ineke Van Waardenburg is the Chief Operating Officer at Better Place Forests. Better Place’s mission is to guide a comprehensive end-of-life experience deeply rooted in nature. Better Place is home to America's first conservation Memorial Forests, where thousands of families have chosen a mature, living tree in a protected forest as their final resting place. Better Place is an industry leader at bridging online and in-person experiences to help meet families where they are.

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