The arrival of a new workforce is also spurring the push for


employee-friendly spaces. The younger generations expect build- ings with lots of technology and open light-filled spaces. They aren’t content with basement breakrooms and cramped, walled off offices without robust Wi-Fi. Millennials and Gen Z want a contemporary workplace environment, or they might as well work somewhere else that feels better and probably for more money. “Space has a big impact on people and especially in senior living,”


says Jennifer Sodo, senior living market leader at EUA, an archi- tectural and design firm based in Milwaukee, Wis. “Employees are a key consideration from the get-go.” She notes that the industry’s obvious design focus is resident satisfaction. “But it’s shortsighted not to pay attention to employees,” Sodo adds. The senior living industry has traditionally treated employee


spaces more like that of the hospitality sector. The back of the house, for employees, were kept separate from the front of the house, for residents. That’s changing. More designs seek to integrate the two


groups, where appropriate. And though solid research is not available to directly connect worker retention to the workplace environment, senior living providers aren’t waiting for proof. They’re changing the way buildings are planned and launching innovative approaches. Some providers are even considering the creation of workforce housing for employees within the senior living community itself. That approach could solve the double problems of housing af- fordability and transportation to and from work. For example, Broadreach Healthcare with communities in Massachusetts purchased a building in which to house some of its workers. Developers and operators are also thinking strategically about


location in relation to the workforce. Some master-planned com- munities are coupling affordable projects, which house potential workers, and senior living. Urban in-fill sites near transportation are desirable not only to draw residents but also employees. “Developers are looking for opportunities,” says Sodo at EUA.


Employees count Belmont Village Senior Living has a number of new projects and renovations under way and employees are a top consideration, ac- cording to company Founder and CEO Patricia Will. “We believe an element of retention is honoring the hearts and hands that work in our buildings with good spaces for them,” she says. A Belmont Village development employs anywhere from 100- 300 people, depending on the size of the project. Though not all of those workers are there at once, the sheer number of employees


makes a huge impact on the success of a project. “Our business needs smiles,” says Will. “It’s hands-on work.” What drives employee retention? Research shows that engaged


employees are highly involved in the workplace and less likely to leave their jobs. The design team at EUA has identified five drivers of an


engaged workplace: safety and security; brand and identity; well- being; knowledge sharing; and trust and empowerment. Spaces can be designed to emphasize the drivers which reflect the


culture of the organization. “Values can be made visible,” says Sodo. Take, for example, Trinity Woods, a 40-acre life plan community in Tulsa, Okla. A $30.4 million redevelopment plan was recently


Rendering Copyright Perkins Eastman


A room with a view, indeed! Enzo Village has infused daylight and provided a view of the outside into the lobby area, which can act as a buffer against the negative impact of job stress and positively impact employee and resident satisfaction.


“More and more communities are realizing what's good for residents is good for the staff. It feels like a community.”


—Dan Schindhelm NOVEMBER/DECEMBER 2022 ARGENTUM.ORG 9


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