search.noResults

search.searching

dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
caregivers), retail, and restaurants—not just other senior living communities.


• Communicate your compensation and career pathing approach, including specifics and support regarding how to upskill to earn more.


• Educate staff members about how you study wages to ensure each role con- forms with market levels and have the data to make sure this is accurate. Be transparent about how staff can under- stand their total compensation (base, bonus, benefits), and who an employee can call for any questions or to address a concern.


• At regular “town hall” meetings, dis- tribute


clear and easy-to-understand


information on career path options and support resources. Highlight stories of employees at your company who have advanced their careers by upskilling.


• Bring each location into your retention efforts at all staff or town hall meetings. Consider asking residents to share their stories or ask employees to share a “mis- sion moment” they saw in their day-to- day work.


• Orientation and onboarding are particu- larly important. Get to know each person and their individual needs. Consider of- fering programs such as a Lyft or Uber account that can help a stranded em- ployee get to work or a service that can address a personal caregiving need.


• It is best practice that executive directors go to orientation to welcome new hires, share their story and vision for the com- munity (the “why we exist”), and hand out their cell number to each person, asking them to call if they need anything. This sets the tenor of the community culture.


The full version of this article appeared in Ar- gentum Quarterly 4, 2019, a member-only publication. It was created by the staff of Activated Insights, providing Great Place to Work insights and solutions tailored to the senior living sector. Special recognition goes to Hillary Green Lerman and Jacquelyn Kung for data modeling as well as Peter Sheats for data engineering.


ENGAGEMENT AND RETENTION


In the Great Place to Work senior care division's survey, employees who were retained longer had a higher number of positive answers to these "purpose questions." These answers help pinpoint areas of job satisfaction that lead to higher retention—questions around respect, credibility, fairness, pride, and camaraderie.


I feel I make a difference here. 22 No answer


0 Almost always untrue 3 Sometimes untrue 6 Neutral


25 Sometimes true 45 Almost always true


I want to work here for a long time. 22 No answer


2 Almost always untrue 4 Sometimes untrue 12 Neutral


21 Sometimes true 40 Almost always true


My work has special meaning. This is not “just a job.” 22 No answer


2 Almost always untrue 3 Sometimes untrue 7 Neutral


19 Sometimes true 47 Almost always true


I feel good about the ways we contribute to the community. 22 No answer


2 Almost always untrue 2 Sometimes untrue 7 Neutral


28 Sometimes true 42 Almost always true JANUARY/FEBRUARY 2020 ARGENTUM.ORG 37


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52