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Sponsored by WORKFORCE DEVELOPMENT


Is The Staffi ng Shortage Fake News? Mark Woodka, CEO, OnShift


have the staff on hand they need to provide high quality care and service without relying on overtime and agency use. There is plenty of data to support this re-


I


ality. Recent reports show that the number of open positions in senior care have doubled to over 33,000 in the last six months. Unemploy- ment rates are low (3.9 percent) and turnover rates remain high (over 50 percent), which has created an extremely competitive labor market that is projected to get even worse. Is it even possible to claim that the staffi ng shortage is “fake news”? The math supports this, but it’s not math


alone. If you combine the numbers with a creative mind, you’ll see that the labor shortage may not be quite as short as the headlines suggest. Even with low unem- ployment, there are still 6.5 million people currently looking for work. Add in the po- tential employees who would likely re-enter the workforce if organizations were willing to meet their work-life balance demands, and the shortage starts to shrink. “Fake news” might be a little harsh, but


what I’ve come to learn is that providers who take an innovative approach to attracting, hiring, and retaining workers can head off the impact of the shortage. Here are three tips your organization can put into practice.


1. Take recruiting tips from outside senior care It’s no surprise that 64 percent of providers cite fi nding qualifi ed candidates as a top hiring challenge. However, 65 percent of providers have not adjusted their tactics to attract and engage today’s workforce. Is this a coincidence?


44 SENIOR LIVING EXECUTIVE JULY/AUGUST 2018


f you’re like most senior living providers, the staffi ng shortage is all too real. Many providers struggle daily to ensure they


Practices like relying on a “Caregivers


Wanted” sign on the front lawn, Craigslist ads, and job boards have run their course. Providers need to go where the candidates are—places like Facebook, LinkedIn, Ins- tagram, and Snapchat. In fact, the average Snapchat user—age 25 and younger—is on the app 20 times per day. If job candidates are there, you should be too. It’s also time for providers to reconsider


only off ering standard 8-hour shifts. Having 4-hour or even 2-hour shift times can help cover staffi ng demands during peak times. Plus, it allows providers to tap into a new segment of employees that are semi-retired, in school, or looking to pick up just a few hours of work. These strategies have proven to be suc-


cessful for organizations like McDonald’s, Taco Bell, and Starbucks. And let’s be hon- est, these organizations are now a real threat to your workforce.


2. Speed wins when racing to hire The faster your organization can engage a candidate, the better chance you have of hir- ing them. Job seekers apply for employment en masse and are typically off the market in a few days. Therefore, it’s no surprise that 35 percent of providers say getting candidates to come in for an interview is one of their top two hiring challenges. Providers must stop taking days to fol-


low-up with applicants and eliminate the constant phone tag needed to secure an interview. Engage candidates immediately by texting them. It’s how they want to be communicated with and, it works. OnShift recently worked with two pro-


viders to implement a text-fi rst candidate strategy and found that it yielded four times the hires in half the time.


3. Make the most of the employees you have The expectations of today’s workforce have shifted. And failing to react to this shift is a ma- jor reason turnover is so high in senior living. Providers need to refocus their employee re-


tention initiatives toward those that boost sat- isfaction, increase engagement, and diff eren- tiate their organization. Now more than ever, employees want a voice to infl uence change, to build better relationships with their managers, to have open lines of communication, and to be recognized for their hard work. To do this, the channels must exist for staff


to communicate openly and share feedback. Annual surveys are going the way of the di- nosaur. Instead, off er more frequent inquiries and analysis so managers can get feedback in real-time and quickly act upon what they learn. Urge staff to communicate improve- ments and empower them to help make the change. Doing so has helped providers reduce turnover up to 67 percent. Get creative and focus on initiatives that


mean the most to your employees. Imple- menting a mix of modern hiring and reten- tion eff orts will help sway your perception (even just a little) on the workforce shortage.


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