STRATEGIES FOR A TIGHT MARKET
job-seekers’ market—there are services that will compose and send a message to quit or refuse a job, because people don’t want or can’t find the words to deliver the news. Miste’e Hondorp, resource manager at
Appledorn Assisted Living Center South, in Holland, Mich., has that covered. Her com- munity uses a hiring system, from OnShift, that allows a candidate to quickly and easily text a prewritten notice that they have found a job elsewhere. But she still gets some no- shows for interviews or orientation. “I’ve had the privilege of being here for
two years, and even in the past year and a half, I’ve seen a change,” she says. Some, however, don’t ghost until they’ve been on the job for a few days—people don’t realize what it takes to work in senior living.
Look hard at community culture In the end, the most sustainable solution to preventing ghosting is to examine company culture. Ghosting is not so much a problem in itself as a symptom of an engagement problem. “We’re in the industry of caring—so why
not show we care?” said Ashley Lodi, senior executive recruiter with MedBest executive search firm, which focuses on the senior living industry. She recommends getting to know a candidate as a person, before they get started—and welcoming an associate as you’d welcome an executive. Taking down the silos helps, too. “From
my personal experience as an executive di- rector, I felt that it was really important for the entire team” to contribute to recruiting and retention. “As executive director, I didn’t always
have the answers, I didn’t always have the best ideas,” Lodi said, recommending com- munities create a culture committee or simi- lar charged with ensuring new team mem- bers get a warm welcome. Ormsbee-Hale agreed. The usual pro-
cess in senior living of making the offer, then prescreening and testing, should be supplemented with other ways of making connections. “We extend the offer, and then we do …
all of these things that are really, quite hon- estly, not very fun. “Then we expect the person to show up on
day one very excited, when all we’ve done is bombard them with paperwork. “You want to make the onboarding pro-
GENERATIONAL DIFFERENCES IN WHY JOB SEEKERS GHOST Some Factors Influencing Ghosting Habits of Different Age Groups
18-34 years olds Hiring process was too slow or too long
27% 18%
There wasn’t enough transparency
18% 10%
Didn’t know what to do
15% 9%
Didn’t want to hurt the recruiter’s feelings
13% 6%
Source: Indeed 45-65 years olds
HOW SIGNIFICANT IS GHOSTING IN YOUR ORGANIZATION? Argentum Quick Poll Results
Major issue Minor issue Not an issue Not sure
59% 24% 12% 6%
Source: Argentum Senior Living Insights Webinar, “Ghosting: Problem or Symptom?”
cess as fun as possible—and onboarding starts before day one.” Since adjusting hiring processes, Civitas has been able to reduce its number of can- didates who don’t show up after an offer to roughly 1 percent. The Indeed survey reports a 20 percent
no-show percentage; a USA Today report put it at 20 percent to 50 percent; and the Society for Human Resource Management reports
14 SENIOR LIVING EXECUTIVE SEPTEMBER/OCTOBER 2019
that one recruiter is seeing 50 percent no- show rates for restaurant and casino jobs. The webinar speakers all agreed, however,
that even a no-show is preferable to someone who “quits without leaving,” that is, stops putting in effort on the job. Senior living needs employees who have not only their minds on the job, but also their hearts.
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