WORKFORCE DEVELOPMENT


gap between people and create opportuni- ties for fun and positive connections. Using SeniorTV, we are now able to broadcast programming directly into our residents’ apartments at over 100 of our campuses. At one of our communities, in Evansville, Ind., the campus team has regularly hosted a virtual variety show, complete with musi- cal performances by its talented executive director, and even virtual Battleship games. Campus team members learned to use


the video app, OneDay, to create high-qual- ity video messages from smart phones. These messages have been used to connect residents with their loved ones, share stories, collect testimonials, and more. We are also now streaming spiritual services


every Sunday through our program called Inspired Sundays. Many of our residents are deeply religious, and besides the suspension of campus visits, were most affected by their inability to attend church services.


Physical health goals While the initial shock of the pandemic has worn off for many, we found that continued stay-at-home orders and business closures have made it more challenging for our em- ployees to make healthy lifestyle decisions. But with programs to help make reaching physical health goals easier, we’ve seen em- ployees getting amazing results. We offered a weight-loss program provid-


er, Noom, to help employees with a BMI of 30.0 or greater change their eating habits


30 SENIOR LIVING EXECUTIVE MAY/JUNE 2021


for the better, and Virta Health to help those with type 2 diabetes. As of January 2021, we’ve seen 65,588 engagements in Noom. Of the 78 employees who have participat- ed in Virta Health, we’ve seen a 59 percent reduction in insulin medication utilization.


The power of giving back While philanthropy has always been a part of our company culture, we have found that the pandemic inspired many to do more to help those in need in their communities. Through our MobileServe application, we empowered our employees to give back and to track their volunteer work. From No- vember to December last year, they racked up over 1,700 volunteer hours, making an economic impact of $42,117. It was amazing and inspiring to see our


employees, who were already working long hours in our campuses, take time out of their lives to give back. I think that every leader in our industry


can agree that retaining employees of this caliber is not only key to our survival, but it will also ensure that our residents continue to receive the best care possible from the best people for the job. This is why investing in the future of


these employees is more important now than ever. Our scholarship and student loan repayment programs, combined with our reduced college tuition option offered through Purdue Global, continue to posi- tively affect our retention rates.


Investing in caregivers On top of this, we’ve made a concerted effort to increase the wages of our hourly employees – especially those who provide direct care and support to our residents. Through our Quarterly Wage Invest-


ments (QWI) program, we give all of our hourly employees a raise every quarter, as opposed to once per year. For 2020, we increased our QWI beyond


our traditional percentage, and provided an extra hourly increase to our certified caregivers. When combined with adjustments to our


SHIP pay scale, these increases will allow us to continue to attract and retain talented, compassionate employees in our markets even now, when recruitment has never been more challenging. What it really comes down to is this: When our employees know we are invested in their financial well-being and their future, they are more invested in what they do. At Trilogy, we’ve always said that we treat


our residents and employees like family. This past year, COVID-19 asked us to prove it. I am not going to tell you that it was easy,


because nothing about 2020 was easy. But I can tell you that it was worth every ounce of effort. We survived this past year because we


cared for others, and we will thrive in years to come because we will continue to do so.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52