STRATEGIES FOR A TIGHT MARKET
WHAT A TIGHT MARKET LOOKS LIKE: ANNUAL JOB GROWTH Since recession recovery, job growth in the senior living industry has continuously outpaced that of the U.S. private sector 4% 3.5% 3% 2%
0% 1%
-1% -0.8% 2010 2011 2012 2013 2014 Senior Living Industry Source: Bureau of Labor Statistics
Identify a career ladder Senior living has a natural career ladder, Falke says, where someone can come in with no clinical experience and move up from CNA to LPN, then to RN, then to wellness director, even to executive director. Although the Capital Senior Living plan concentrates on health care, other areas in senior living such as dining, sales, and man- agement have clearly structured career lad- ders, and some providers are designing pro- grams in these areas. Moving people up the ladder as they be-
come certified and experienced can be done more quickly and easily in a senior living set- ting than in a hospital. Senior living is known as a setting where high-quality, motivated employees can rise fairly quickly.
Recruitment and retention Apprenticeship can help in recruitment and retention, but it’s not just another benefit. “This piece is a little different, in that it gives you education.” “It’s powerful when you’re giving someone
something that can never be taken away from them,” Falke says. “Something that is trans- ferable and portable, that is truly something that can enhance your life and your family’s life and your ability to earn.”
“It becomes a great recruitment tool to
say to folks, ‘When you come to work for us, you could be considered for this apprentice- ship program, where you’re going to be able to work in the role you’re interested in today and earn money, and also have the funding for you to get an education and the time to do so.” “On the retention side, it’s the same rec-
ipe,” Falke says: “‘Hey, you’re one of our best LPNs. We’d like you to continue work- ing here. You can continue your job as an LPN, and we’ll provide the time you need to receive what is potentially free education, where you can move up to RN.’”
Stay in your lane at first Having the scale to extend the program can make a program more attractive to potential partners and funders. While it’s aspirational
2015 2016 Total U.S. Private Sector *Year-to-date growth through June
at this point, Capital Senior Living recog- nized that it may be able to in years ahead take the program into communities in other states. This was also an attraction to the community college, because it could give them an opportunity to build relationships with community colleges in other states. But for now, the focus is on building a solid
program, one that connects the right employ- ees to the right education. Building your own training or curricula, or creating something new from the ground up, can be tempting when there are many grants available to do that. But what’s needed now, Falke says, is a way to benefit the employees who are already in senior living or considering it. The curricula and standards for certifica-
tion are all there and ready. “This is about elevating and uplifting,” Falke says
LEARN MORE: UPCOMING APPRENTICESHIP WEBINAR
To learn more about how apprenticeships could help you recruit and retain employees, sign up for the webinar “Apprenticeships in Senior Living: Retain and Grow Your Caregiver Workforce,” Thursday, November 7, from 1-2 PM ET. To register, visit
argentum.org/webinars.
12 SENIOR LIVING EXECUTIVE SEPTEMBER/OCTOBER 2019 2017 2018 2019* 1.8% 3.8% 2.9% 2.2% 2.0% 3.7% 2.7% 2.2% 2.3% 1.9% 1.8% 3.5% 2.6% 2.9% 2.3% 1.9% 2.3% 1.9%
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