Sponsored by WORKFORCE DEVELOPMENT


Increase Employee Engagement for a Competitive Advantage


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ncreasing employee engagement and retention remains a top challenge for owners and operators of senior living


communities. Research shows as employees become engaged, productivity soars, turn- over reduces, and quality of patient care rises while labor costs shrink. According to Gallup, “An astounding 70


percent of U.S. employees are not showing up to work fully committed to delivering their best performance. Additionally, 52 percent of those workers are basically sleep- walking through their day, while 18 percent of them are busy acting out their unhappi- ness, in the form of lower productivity or looking for a new job.” Rising employee turnover (32 percent per


Argentum’s 2019 Workforce Report) and shortage of skilled candidates makes hiring the right employees, retaining good workers, and establishing good referral relationships with former employees essential. Organizations need a multipronged


approach to create a great workplace that promotes high engagement and retention.


Understand employee needs Before they can engage employees, providers must understand the needs of their dynamic workforce. Senior living employees live on the go, alternating between shifts and units. They want fl exible schedules and access to tools to effi ciently manage responsibilities. Today’s workforce needs to connect work-


life and career goals with company objec- tives. Employees who feel connected to the


outcome/mission are more committed to quality and less likely to disengage or leave. Managers must align with employee needs, drive value, and build paths to advance their careers while inspiring performance.


Start with recruiting Good retention practices start with the ap- plication and continue through onboarding. Identify key aspects of the organization’s culture and strategy and fi nd candidates who support them. Look beyond credentials for team players.


Years of related experience show loyalty, re- silience, and engagement. Applicant track- ing systems help identify candidates quicker, improve onboarding, and streamline HR functions.


Off er education and clear career paths Promoting from within creates a clear path to greater compensation and responsibility. Employee development must be engrained in the culture to retain talent and improve effi ciency. Comprehensive performance, compen-


sation, and recognition is vital. Timely, personalized rewards motivate workers. Performance management systems make development consistent and proactive.


Strengthen leaders to create a connected culture Leaders profoundly impact engagement and retention. Implement a manager devel- opment program and solicit senior leaders


as mentors. Ensure managers can connect workers to strategic objectives and clarify career paths. They should communicate results and plans in meaningful ways and leverage workforce management systems to develop and reward people.


Provide fl exible scheduling To help employees achieve a work-life balance, organizations must provide access to work schedules. Workforce management suites designed for senior living can build complex 24/7 schedules in minutes. Self-scheduling lets employees effi ciently adjust schedules and sign up for open shifts. Integrating time and attendance with scheduling helps quickly close gaps and eliminate overtime.


Go mobile to gain effi ciency Mobile friendly capabilities empower tech-savvy employees with anywhere, any- time access to key information. Accessing timesheets and approvals, paystubs, and scheduling from a mobile phone engages employees and eliminates the frustration of using multiple systems. Mobile access helps workers show up on time.


Drive bottom line results Hiring skilled professionals alone won’t achieve business goals. Engaged employees drive success and display a genuinely caring attitude toward residents 85 percent of the time compared to 38 percent for disengaged peers. The right programs and tools help develop a strong, engaged workforce.


“An astounding 70 percent of U.S. employees are not showing up to work fully committed to delivering their best performance. Additionally, 52 percent of those workers are basically sleepwalking through their day, while 18 percent of them are busy acting out their unhappiness, in the form of lower productivity or looking for a new job.”


MARCH/APRIL 2019 ARGENTUM.ORG 53


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