OFFERING EMPLOYEE PROGRAMS THAT HELP SENIOR LIVING STAY COMPETITIVE
Crisis support Several senior living companies adminis- trate the equivalent of benevolent funds. The money helps staff who are facing dire situations, such as managing cancer treat- ments, paying for the costs of a funeral, rebuilding after a house fire, or other unex- pected crisis situations.
Profit-sharing Both Aegis Living and Benchmark Senior Living of Waltham, Mass. offer its associates profit-sharing bonuses based on the net op-
erating income of the communities in which they work. Amounts vary depending on the company’s financial results and the number of associates in each community. For all the talk of the need to offer decent
benefits to stay competitive with other kinds of businesses, senior living human resources leaders interviewed for this article still uni- versally believe that the opportunity to work a job that helps others will remain a big fac- tor in attracting new candidates—as long as their companies can provide a hospitable workplace, that is.
“Our industry is competing for those
1.2 million workers against a lot of other companies like the Walmarts and Mc- Donalds,” notes LCS’ Heston. “The one advantage we have is that we have mean- ingful work: It is meaningful to be able to care for and interact with seniors. [But] we as an industry have to do a better job of educating especially entry-level workers about the opportunity. If we can attract them to the industry, and we have good leaders, people will want to stay. That’s how we’ll win this battle for talent.”
FIVE STEPS TO MAKING YOUR ORGANIZATION A GREAT WORKPLACE FOR WOMEN
By Leo Williams
Baker Donelson knows a little something about attracting talented women and keeping them on staff. Last fall Baker Donelson was the second highest ranking law firm in Fortune’s “100 Best Workplaces for Women.” More recently, the firm came in third in
Vault.com’s “2018 Best Law Firms for Women.”
“Our mission is to recruit, retain, and advance bright women into positions of leadership,” said Christy Tosh Crider, chair of Baker Donelson’s Women’s Initiative.
Crider offers a five-step process you can use in your workplace to recruit and retain talented women.
Meet with the women in your organization and ask them what they need. They can tell you what you’re doing right and what needs work.
Put together a
comprehensive plan, and get buy-in from your organization’s senior leadership.
Get passionate people to lead in specific areas. For instance, Baker Donelson’s Women’s Initiative encompasses specific areas such as parental leave, pathways to leadership, and mentoring.
Create a support structure that
celebrates success but also holds the group accountable. Make sure your team meets regularly, and be honest about what is and isn’t working.
Build momentum for your initiative by identifying areas where you can get some quick wins. Momentum allows you to tackle the challenges that are going to take hard work and time.
22 SENIOR LIVING EXECUTIVE / ISSUE 4 2017
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