rience. It’s an opportunity to grow in their current position and to see that their eff orts are appreciated.” Assigning a mentor comes with certain potential pitfalls, however. Those who’ve been there say it is especially important to choose a mentor pairing with some care, rather than hurry the process just for the sake of getting a warm body onto the roster. “You’ve got to pair the new hires with people who have bought in, who are abso- lutely in tune with what you are trying to do,” Comer said. “There is a trap here in thinking: ‘I need to get them through this training and get them on the fl oor!’ That can just make it worse if you don’t partner them with the right people, the ones who you want them to model themselves after.” It’s worth noting too that while men-
toring may be a formal job requirement, the specifi cs of the duty tend to be fairly loose. While it’s generally expected that the mentor will take the lead and ensure that the new hire is getting adequate sup- port, most senior living organizations leave it to the employees to work out the details between themselves, rather than imposing a rigid schedule of meetings or a set curriculum. “The corporation isn’t a machine. Peo-
ple need time to adapt to a new world and that can take up to a year before that seed that is planted begins to take root,” Catoe said. “The person who has more experi- ence needs to pour that slowly into the new person, until the new person begins to develop experiences of their own that they can draw on.”
Get out While each senior living community is unique, when it comes to corporate culture there’s some value in cross training, sending new
“You’ve got to pair the new hires with people who have bought in, who are absolutely in tune with what you are trying to do,” Comer said.
DRIVING THE ESSENTIALS
New hires need to understand the culture of senior living: The emphasis on compassionate care and resident service. But they also need to know a bit about the business model. Here’s a rundown of essential info, adapted from A Place For Mom.
✔ Diff erent levels of care: Not all communities are equal. Some provide lighter care, while others offer higher degrees of service, including many of the same services available off ered by skilled nursing or personal care staff .
✔ Unique communities: Some communities have a more formal, traditional feel, while others have a more down to earth ambiance. Design varies from art deco decor to mid-century modern design, from urban apartment towers to suburban complexes. Employees need to have a feel for their own communities in order to best serve resident needs.
✔ Prices may vary: Assisted living can be less expensive than home health or nursing home care. Even employees not involved with the money side of things should be familiar with pricing models and the relative costs of senior living; they should have a basic understanding of economics and be ready to steer families toward appropriate experts for more detailed information.
✔ Culturally diverse options: An increasing number of communities aim to satisfy the unique cultural, dietary, lingual, and religious-based needs of local populations. Kosher diets, golfi ng enthusiasts: This rising tide of niche communities is driving the senior living business landscape and new employees should at least be given a glimpse of the possibilities.
✔ Dementia care: More than 5.4 million Americans with Alzheimer’s disease and dementia require specialized care. Many senior living communities off er specialized programs for these residents. Employees in these settings need to be given specialized training and detailed information about the unique needs of the population of your organization’s culture and values, then listen for those things in the interview process.
MARCH/APRIL 2018
ARGENTUM.ORG 11
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