EMERGING SOLUTIONS FOR GROWTH AND RETENTION: APPRENTICESHIP PROGRAMS


The momentum for apprenticeship is build- ing. Although such programs have often been used in manufacturing or skilled labor, the current administration and Department of Labor have prioritized new models of apprenticeship in fi elds where it hasn’t often been used before, such as health care and hospitality. Senior living looks like the perfect fi t: Pro-


viders want to ensure recruitment and reten- tion of quality workers, and the new genera- tion of employees tend to want meaningful and valuable benefi ts. The education, training, mentorship, and


clearly articulated path up the career lad- der that apprenticeship programs off er is a win-win. Even better, the new appreciation for apprenticeship’s value has created more opportunities for partnership and resources such as state and federal grant funding. Apprenticeship combines several features


that make the model especially eff ective at retaining and developing workers. At its core, apprenticeship defi nes career ladders for em- ployees, with on-the-job training as well as instruction that can be done in classrooms, online, or with an in-person trainer. When employees complete a rung of the ladder, they earn a raise or a promotion. In addi- tion, apprentices are paid. There is also a mentorship component to provide guidance. In April 2019, Argentum announced an


industry-led initiative to strengthen career pathways in senior living, building from ap- prenticeship programs developed by several Argentum members. Trilogy Health Servic- es, for instance, launched its registered ap- prenticeship in 2017, and now has one of the largest apprenticeships in Indiana, Kentucky, Michigan, and Ohio, the four states where it has operations. The company has registered more than 4,000 apprentices and has record- ed more than 4,000 nurse aide certifi cations and more than 1,000 culinary certifi cations. Early results show a marked rise in retention


On-the-job training or work-based learning


Employees are paid


Employees


receive educational instruction


APPRENTICESHIP MODEL


Results in an


industry-recognized credential


Mentorship plays a role


of Trilogy employees who complete at least one level of their apprenticeship. Just starting a program is Dallas-based


Capital Senior Living, one of the dozen health care companies participating in a $12 million federal apprenticeship grant through the Dallas County Community College District (DCCCD). Capital Senior Living has 128 communities over 23 states, off ering independent living, assisted living, and memory care. While the work is just beginning, the goal


is for Capital Senior Living to off er 400 ap- prenticeships, helping workers earn certifi ed nursing assistant (CNA), licensed practical or vocational nurse (LPN/LVN), and registered nurse (RN) certifi cations. The grant overall will support training for 7,500 apprentices in about 50 health care occupations. Argentum talked with Jeremy Falke, Capi- tal Senior Living’s vice president of human


resources, about plans, processes, and experi- ences in getting started that he could share with other providers.


Relationships are key Apprenticeship programs often require collaboration and partnerships to cover the variety of capabilities needed. Falke, who joined Capital Senior Living in February 2018, had 20 years’ experience in acute care hospitals, and Capital Senior Living was invited into the partnership because of his previous relationships and work in the area. “We were pretty active in engaging in


state, federal, local workforce grant pro- grams, through local workforce organizations to fund education…to the tune of $2 to $4 million a year, across the country. “I knew this space a little bit, and I know


how powerful it is, and how helpful it can be—and how untapped at times it is.”


SEPTEMBER/OCTOBER 2019 ARGENTUM.ORG 11


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