search.noResults

search.searching

note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
WORKFORCE DEVELOPMENT


Senior Living Executive magazine recognizes OnShift for its generous support and thought leadership of Argentum’s 2016 Workforce Development programming.


Workforce Innovation in Practice I


Mark Woodka, CEO, OnShift f necessity is the mother of inven-


tion, then perhaps crisis is the well- spring of innovation and creativity. Recently, I participated on a panel on


proactive workforce planning at the Di- rect Supply Executive Operators Forum. I heard firsthand how healthcare leaders are delivering creative and effective solutions to today’s workforce problems. For senior living providers looking to per-


form at the highest levels and deliver con- sistent, quality care and service, the status quo is no longer good enough. Dealing with today’s workforce challenges is spurring in- novation in the way we recruit, engage, and manage labor.


Add students to your talent pipeline. Finding the right candidates is more crucial than ever, and yet recruiting high quality workers has become more difficult. But, I’ve seen many providers find new ways to fill their talent pipeline. Partnering with local high schools or


trade schools can be an effective way to find and develop talent. High school stu- dents can work part time while in school so that they become familiar with senior living. Eventually, they can shift into care or service roles. I know of a healthcare system that part-


ners with a local nursing school to build their pipeline of candidates. They recruit students who then intern at their buildings starting sophomore year. One benefit is that by the time graduation hits, they are well- trained and immersed in the culture of the community. They then easily transition into full- time positions.


Offer flexibility. One topic that has stirred a lot of discussion is the need to think beyond the traditional 8-hour shift. Consider how your potential


workforce could grow if you offered 2- or 4-hour shifts, which would be particularly helpful during peak operational times. Of- fering shorter shifts is an effective way to en- gage retiring or retired nurses or community leaders who want to make a difference, but require less hours.


Hire for multiple locations. Multi-site providers have an opportunity to share staff among communities that are in the same geography. I am seeing more of this in practice, from both regional and national providers.


Dealing with today’s workforce challenges is spurring in- novation in the way we recruit, engage, and manage labor.


To implement this strategy, managers


should look to hire staff for the organization as a whole, rather than for just one property. For example, care associates would be hired with the ability to be placed at any nearby locations, depending on what’s needed. It’s like creating a virtual staffing pool. This is a great strategy to optimize a workforce within a specific geography.


Talk to your employees. The need for qualified caregivers is project- ed to continue to grow as the populations ages. And with high turnover in senior liv- ing, maintaining consistent and stable staff is more challenging than ever. An innovative way to head off turnover is perhaps one of the simplest: just ask. Managers and supervisors should touch


base with each of their employees on a regular basis. If employees are considering leaving the organization, ask them to talk to


34 SENIOR LIVING EXECUTIVE / NOVEMBER/DECEMBER 2016


their manager first. Let them know they want to work with them to keep them happy. I met with one healthcare organization


that consults with clinical staff twice a year to specifically ask them if they are thinking of leaving. If yes, they work to develop a more personalized development and reten- tion plan. In addition, use data to analyze when employees are at most risk of leaving your organization. Managers should com- municate with employees especially during these times, so they can proactively inter- vene if necessary. Overcoming workforce issues requires a solid strategy and creative problem solving. Focusing on attracting, developing and en- gaging the right workers will pay dividends. Got an innovative workforce practice to


share? I’d love to hear it. Contact me at mwoodka@onshift.com.


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  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72