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“I believe that the biggest benefit to working in a senior living community would be knowing you are capable of making a difference in someone’s life every day.”


“I believe that the biggest benefit to working in a senior living community would be knowing you are capable of making a difference in someone’s life every day.”


– Survey Respondent – Survey Respondent


of today’s aging population. As the nation’s largest generation in the workforce, com- prising one-third of all workers, millennials are also most likely to choose senior living as a career. In fact, millennials are twice as likely as baby boomers and 36% more likely than Gen Xers to consider a career in senior living.


In addition, the research reveals insights into what people look for in choosing a career. Across all segments, respondents prioritize enjoying the day-to-day work, the need to have flexibility for work-life balance, and feeling valued and supported by management. Finally, the research identifies factors of job satisfaction. Beyond fair pay for their work, respondents who would consider a career in senior living report flexibility to balance work and family obligations, being recognized as an individual, opportunity for career advancement, feeling proud of the company and the encouragement of candid communication as drivers of job satisfaction. OnShift recognizes that these are critical issues to address. Based on our experiences working with thousands of post-acute care and senior living providers, we have devel- oped best practices and strategies to drive workforce excellence. Here are 8 keys to attract, hire and retain employees.


of today’s aging population. As the nation’s largest generation in the workforce, com- prising one-third of all workers, millennials are also most likely to choose senior living as a career. In fact, millennials are twice as likely as baby boomers and 36% more likely than Gen Xers to consider a career in senior living.


In addition, the research reveals insights into what people look for in choosing a career. Across all segments, respondents prioritize enjoying the day-to-day work, the need to have flexibility for work-life balance, and feeling valued and supported by management. Finally, the research identifies factors of job satisfaction. Beyond fair pay for their work, respondents who would consider a career in senior living report flexibility to balance work and family obligations, being recognized as an individual, opportunity for career advancement, feeling proud of the company and the encouragement of candid communication as drivers of job satisfaction. OnShift recognizes that these are critical issues to address. Based on our experiences working with thousands of post-acute care and senior living providers, we have devel- oped best practices and strategies to drive workforce excellence. Here are 8 keys to attract, hire and retain employees.


1. Sell Your Mission 73% of millennials prioritize making a differ- ence in the lives of others when deciding whether to pursue or accept a particular job. Being a mission-driven organization is senior living’s competitive advantage. Consider how well this plays against a retailer or restaurant. Make sure the positive impact on others is front and center across all communications, especially those used for recruiting.


8


2. Go Social & Promote The Fun 41% of people believe working in senior living is too emotionally demanding for them to con- sider a career within the industry. To find more candidates, HR and marketing managers should go social with light-hearted moments that occur in communities. From residents doing the Whip & Nae-Nae to a hug from a thankful family, sharing these interactions can help attract caregivers to a community.


Essentials for Workforce Success in Senior Living


1. Sell Your Mission 73% of millennials prioritize making a differ- ence in the lives of others when deciding whether to pursue or accept a particular job. Being a mission-driven organization is senior living’s competitive advantage. Consider how well this plays against a retailer or restaurant. Make sure the positive impact on others is front and center across all communications, especially those used for recruiting.


2. Go Social & Promote The Fun 41% of people believe working in senior living is too emotionally demanding for them to con- sider a career within the industry. To find more candidates, HR and marketing managers should go social with light-hearted moments that occur in communities. From residents doing the Whip & Nae-Nae to a hug from a thankful family, sharing these interactions can help attract caregivers to a community.


3. Make Applications Easy The days of relying on a “we’re hiring” sign in front of a community are over. Candidates expect applications to be online and easy. To build your candidate pool make the initial application brief, collecting only the essen- tials. Candidates should spend approxi- mately 1-2 minutes to complete the form. Then, rely on hiring processes to capture additional information and find the right fit.


4. Outline Career Development Plans


56% of those who would consider work- ing in senior living rate the opportunity for career advancement important to their job satisfaction. New hires’ managers should make sure candidates understand their path for advancement during the hiring process. Once hired, set measurable goals, track progress and review with employees to help them meet their career objectives.


4. Outline Career Development Plans


56% of those who would consider work- ing in senior living rate the opportunity for career advancement important to their job satisfaction. New hires’ managers should make sure candidates understand their path for advancement during the hiring process. Once hired, set measurable goals, track progress and review with employees to help them meet their career objectives.


Scheduling Control Other than pay, flexibility to create work- life balance is rated as the top driver in job satisfaction. Understanding your employees’ obligations outside of work and providing them more control of the shifts they work can dramatically improve retention. And, online and mobile schedules have become an expectation of today’s employees.


5. Give Staff More 5. Give Staff More


Scheduling Control Other than pay, flexibility to create work- life balance is rated as the top driver in job satisfaction. Understanding your employees’ obligations outside of work and providing them more control of the shifts they work can dramatically improve retention. And, online and mobile schedules have become an expectation of today’s employees.


6. Be Fair & Transparent with Shifts Open shifts offered to a select few employ- ees and not providing promised work assign-


6. Be Fair & Transparent with Shifts Open shifts offered to a select few employ- ees and not providing promised work assign-


3. Make Applications Easy The days of relying on a “we’re hiring” sign in front of a community are over. Candidates expect applications to be online and easy. To build your candidate pool make the initial application brief, collecting only the essen- tials. Candidates should spend approxi- mately 1-2 minutes to complete the form. Then, rely on hiring processes to capture additional information and find the right fit.


Essentials for Workforce Success in Senior Living


ments are recipes for dissatisfaction. Man- agement or executive directors should work with those with scheduling duties to make staffing transparent. Implement processes to ensure all available and qualified staff have the same opportunity to fill openings.


7. Provide Employees a Voice in Improvements


75% of respondents value the encourage- ment of candid communication. Facilitating an open line of communication between management and staff can identify and address potential workforce issues, thereby improving staff engagement and satisfaction. Things like daily huddles and more consis- tent satisfaction surveys can help.


7. Provide Employees a Voice in Improvements


75% of respondents value the encourage- ment of candid communication. Facilitating an open line of communication between management and staff can identify and address potential workforce issues, thereby improving staff engagement and satisfaction. Things like daily huddles and more consis- tent satisfaction surveys can help.


8. Celebrate Individuals Over 70% of respondents rate feeling valued by their supervisor and being recognized as an individual as critical factors to job satis- faction. Every community is filled with great employees. Recognize and reward those employees who go the extra mile. It will not only make their day but will also help create a culture of appreciation.


8. Celebrate Individuals Over 70% of respondents rate feeling valued by their supervisor and being recognized as an individual as critical factors to job satis- faction. Every community is filled with great employees. Recognize and reward those employees who go the extra mile. It will not only make their day but will also help create a culture of appreciation.


ments are recipes for dissatisfaction. Man- agement or executive directors should work with those with scheduling duties to make staffing transparent. Implement processes to ensure all available and qualified staff have the same opportunity to fill openings.


Empower & Engage Empower & Engage


Staff with OnShift Give staff more control of their schedules to help them create the work-life balance they want.


• Fill call-offs and communicate changes instantly


• Empower staff with the ability to request open shifts, fill-ins, time off, & more


Staff with OnShift Give staff more control of their schedules to help them create the work-life balance they want.


• Empower staff with the ability to request open shifts, fill-ins, time off, & more


• Keep staff connected with online access & mobile apps


• Fill call-offs and communicate changes instantly


• Keep staff connected with online access & mobile apps


Get more workforce strategies & best practices


Visit our blog: OnShift.com/blog Visit our blog: OnShift.com/blog


Get more workforce strategies & best practices


NOVEMBER/DECEMBER 2016 / SENIOR LIVING EXECUTIVE 37


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