High Impact Hiring Practices for Senior Living Executives
W
ith what seemed like the blink of an eye, the labor mar- ket flipped. In the last few
months, the number of unemployed workers has nearly quadrupled from February (3.5%) to May (13.3%). And unlike the many industries that have endured layoffs and furloughs, senior living organizations remain in critical need of frontline workers. This exponential growth of job seek-
ers could provide relief to an industry where 73% of senior care profession- als had cited that finding qualified
candidates was a top workforce chal- lenge. “It might not feel like it, but cur- rent market conditions present a real opportunity for senior living provid- ers,” says Peter Corless, EVP of OnShift and former human resources lead- er in senior care. “In fact, many have already found success by broadening their recruiting and hiring efforts to those recently displaced from work.” This influx of talent has the po-
tential to help reshape and stabilize the senior care workforce. The abil- ity to provide exceptional care and service, control costs and foster a culture that enables future growth all starts by having the right people.
REDEFINING HIRING PROCESSES To accomplish this, HR executives
must elevate hiring to be a competi- tive advantage for their organization. This is critical because even with the rise in unemployment, competition remains fierce. Hiring strategies need to extend beyond recruitment efforts and include a focus on streamlining processes while prioritizing the can- didate experience for best results. Keep in mind that every interaction
a candidate has with a company influ- ences their job selection. “In my experi- ence, you cannot overcommunicate or follow up too quickly,” says Corless. “If
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