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NAVIGATING NEW DISTANCES


Leader Insights: What’s New and What’s Next


Brandon Ribar Chief operating officer Capital Senior Living


Ensuring a safe environment Capital Senior Living’s ability to provide every staff member, company-wide, with essential PPE throughout the pandemic has led to stability in our workforce and an increased comfort level, because necessary supplies are readily available to them. We continue to expand our workforce


by hiring appropriate, available profession- als who have garnered experience across many types of service-related industries. Furthermore, we expect that with diminish- ing unemployment benefits, we will see an additional influx of candidates. We will continue to evaluate and appoint


the most qualified candidates we deem a fit for our organization: Those who possess the skills required to care for residents across our communities. Providers will need to continue to operate


with significantly greater flexibility in their scheduling and compensation approaches. The expectation we have for companies, including ours, in senior living space and staff alike is to ensure a safe workplace environment: one where employees can protect themselves as well as the residents they care of—who in many instances become like family.


12 SENIOR LIVING EXECUTIVE JULY/AUGUST 2020


Mary Raddant


Chief human resource officer ALG Senior


Continue to be vigilant Early on in the pandemic, we connected with retail and hospitality workers whose jobs were affected by COVID-19 and in- vited them into our industry. We need to continue this type of outreach, because the quality many of these workers have is the same one we need: a caring heart. Our focus is on identifying and growing


talent within our own company. Our inter- nal promotion percentage is 50 percent. We instituted very early on—and contin-


ued—stringent infection control training practices and retraining. Our infection rate has been incredibly low: Less than 2 percent of our total resident population. We credit our amazing staff and team. The country is getting fatigued with


COVID, but COVID is not done with us yet. Over 40 percent of the deaths in this country have been among those older than 65. We have to continue to be vigilant. We need to embrace each day—celebrate


the wins and learn from the mistakes. We are on the forefront of a growing industry…. We need to continue to get our message out to all who are looking to make a difference: We have a career for you in senior living.


Judy Whitcomb Senior vice president of human resources, learning and organizational development Vi


A new way of thinking We’re a high-touch, service-focused orga- nization. The big change for our leaders and HR team members in the field is not having face-to-face interviews. We need to figure out how to personalize that virtual experience, how to reinforce the cultures and behaviors we want in our organization. It’s a new way of thinking. For the past couple of years, we’ve been


developing career path relationships with community colleges and high schools. We’re going to have to revisit how we can continue these. We’ve always had high retention, but I was just looking at our data from May, and we’ve made even greater progress. Our at- trition has dropped across the board. For a lot of people, I think, this work became even more meaningful. Our managers have done a phenomenal job to engage employees and make sure that they're recognized. Unfortunately, it looks like we're going to be in this for a while. We need to continue to take extra care to make sure our staff get their rest and that they're refreshed and at their best. That's a really good example of a change that should continue into the future.


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