FIVE WAYS TO PUT A MISSION STATEMENT TO WORK
individual’s needs while respecting their in- dividuality, independence and dignity. Mentors work with new Brandywine em-
meaningful moments we listen exelevate the perience of
honor individuality vibrant communities
respecting their
professionalism pridecreativity
highest
fulfilling lifestyle quality
exceptional lives enhance
resident first life dignity
ouremployees enrich
rewards for
independence and
delightful surprises
care service
enrich the health and spirit of our residents
deep connections 30 SENIOR LIVING EXECUTIVE / ISSUE 1 2017 we respond meaningful relationships
senior living individuality
safe and caring
ployees. For example, a new nurse spends four days with the nurse on duty receiving intense on-the-job training. Monthly in-ser- vice training sessions reinforce the mission. A recent topic covered how to respond to the behavioral symptoms of residents with memory problems. “The mission statement is like an um-
brella over the building,” said Holly Minnis, executive director at Brandywine Living at Princeton in Princeton, New Jersey. “It’s a goal to work toward together.” Another tip: Communicate the mission during the hiring process. Prospective em- ployees should understand the organiza- tion’s expectations. The mission statement can also act as a screening tool. At the Gardens at Eastside, applicants un-
dergo interviews with three diff erent depart- ment heads who discuss the organization’s mission and standards. “We reiterate who we are,” said Ford. That also means fi nding out if the applicant is the right fi t for the job. Ford asks applicants to recall a positive experience they’ve had in caring for someone, as well as something they consider less than positive in order to gauge their suitability for the work. A lesson Ford passes on to applicants is
that while the mission is to make a diff er- ence in residents’ lives, the residents really end up making a diff erence in the employ- ees’ lives. “That’s what happens,” she said.
4 Link the mission to staff recognition programs.
Employee recognition and rewards help to reinforce the corporate mission, executive directors said. At the Gardens of Eastside, a staff mem-
ber is recognized quarterly for outstanding work as an “Arbor Star.” The staff votes for “stars” and the fi nalists are selected by de- partment heads. The winner’s names are posted on the wall outside of the executive director’s offi ce. A star of the year is selected from among the quarterly stars, and all the stars attend a dinner in their honor. The community also has a “wall of
fame.” Staff members who have worked at the community for at least two years have their photos posted on the wall. “It gives
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