OFFERING EMPLOYEE PROGRAMS THAT HELP SENIOR LIVING STAY COMPETITIVE
Vi’s executive chefs serve as mentors to aspiring culinary professionals.
tional program in Burnsville, just south of Minneapolis, that is available to employees’ children at a slight discount. The non-profit offers a preschool for babies and toddlers that includes daily visits and activities with seniors in Ebenezer’s adult day program. Ebenezer has created a designated space to accom- modate program activities, which includes things such as baking cookies together, play- ing games, reading together, and doing arts and crafts. They also go on outings together and make ceramics. “It’s not an unbelievable discount, but
the parents know where their children are, and they can pop down and see them at lunch,” says Ebenezer’s chief operating of- ficer Jon Lundberg.
16 SENIOR LIVING EXECUTIVE / ISSUE 4 2017
Training Training may be one area that distinguishes the senior living industry from others when it comes to attracting new employees. Many of the larger senior living compa-
nies look to promote promising candidates vertically through their businesses in order to minimize downtime and the many costs associated with having to find and train the appropriate new employees. Promotions and training can also be, and often are, key parts of internal companies’ management succession plans. Other smaller compa- nies try to help employees in their careers by continually offering training that could help them land raises as they take on more responsibilities within their existing roles, or they switch roles.
Gallup advises that organizations focus on learning opportunities, career-pathing, and performance management standards when developing attraction and retention strategies.
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