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WORKFORCE DEVELOPMENT


Sharing Ideas that Work Today, and Shaping the Workplace of the Future


By Sara Wildberger W


hat will the organization of the future look like? What kind of workforce will it need? And


what can senior living learn from other industries? In September, a group of CEOs con-


sidered these questions and came up with takeaways on what’s needed for the future, and what can be implemented immediately. In partnership with the Great Place to


Work Institute® and in coordination with the National Investment Center for Seniors Housing & Care, Argentum held a CEO Workforce Innovation Summit with the goal of exploring new ways to think about the senior living workplace. Several featured speakers from hospitality


and retail spoke to trends in those sectors and shared crossover ideas. In small-group discussions, CEOs brain-


stormed and prioritized actionable steps to build the workforce we need now and into the future. Below are key takeaways, insights into


how CEOs view recruiting, retaining, and developing talent, and ideas that might transfer to senior living providers and communities.


Use data in new ways. • Track and analyze standard workforce metrics, so you can make the case for em- ployee training, development, and culture.


Discover the power of storytelling. • Tell a better story about our people, our careers, and our worth.


• Our audience isn’t just investors; it’s job- seekers, students and their parents, teach- ers, policymakers, and opinion leaders.


• Senior Living Works is one program that can help achieve this.


“Workforce development is top of mind for Argentum and for our members,” said Brent Weil, vice president, workforce development at Argentum.


Understand the new workforce. • Rethink and expand how and whom we recruit. Older workers, for example, are an untapped market. Senior living should aggressively recruit across a di- verse pool of workers.


• We may need to advocate for immigra- tion and retirement policies to meet our workforce needs.


Prepare for changes in valuation. • Recognize that recruiting and retaining a quality workforce are essential to prof- itability.


• Capital financing structures may need to adjust to that reality.


What works right now The group also brainstormed some ac- tionable takeaways that a company could implement immediately.


24 SENIOR LIVING EXECUTIVE SEPTEMBER/OCTOBER 2019


Develop a robust employer brand. • Determine the value and message of your employment branding.


• Create consistent ads and assets for use by recruiters and community leaders.


• Make sure the messaging portrays the dynamic, rewarding, and fulfilling variety of careers in senior living.


Prioritize culture as part of strategy and use standard data metrics. • Know your culture score (using a tool such as the Trust Index).


• The C-suite is crucial in establishing ex- pectations.


Personalize your recognition. • One CEO shared a recent story of writ- ing 175 thank-you notes for hurricane evacuation. efforts. Another minted company coins the CEO gave employ- ees who went the extra mile.


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