WORKFORCE DEVELOPMENT
Attracting Staff with a Local Engagement Strategy
By Cynthia Helzel
t’s no surprise that the world’s aging population is creating a greater de- mand for increased staffing in senior living communities. To meet that need, it’s imperative that industry professionals start addressing the issue locally and educate potential employees about the many job and career opportunities that exist across the senior living spectrum. What can se- nior living communities do to get an edge over other service and health care providers when recruiting among the local labor pool? Effective recruiting campaigns use com-
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munity engagement methods such as job fairs and internships to supplement the wid- er outreach of online job boards and media ads. “I think those wide-casting opportunities bring people to the door, but nothing takes the place of being one-on-one with individ- uals and being able to have that conversation about what the job is,” said Dan Loon, vice president of associate advancement and ed- ucation at Legend Senior Living. Recruiters need the opportunity to discuss the realities of each job with potential hires and to assess their interpersonal skills and attitude. Here’s a rundown of some of the most
effective local engagement methods, along with a few out-of-the-box ideas to steer the next generation of workers toward future careers in senior living:
What works? • Employee Referrals. Across the board, employee referrals are the most effective recruiting tool at well-run communities. Current staff members who are satisfied with their jobs are much more likely to recommend a community to their friends who are looking for work. Inter- nal programs to increase employee sat- isfaction can result in more referrals as
60 SENIOR LIVING EXECUTIVE MARCH/APRIL 2018
Dan Loon, vice president of associate advancement and education at Legend Senior Living gives Ashley Schalk, a student in the doctor of nursing practice program at Wichita State University, a tour of a Legend community in east Wichita. Photo courtesy of Wichita State University. Photo credit: Kelcy Yadon.
well as provide another tool for recruit- ers to use when engaging with prospects. Legend
Senior Living highlights its
associate advancement program when speaking with potential new hires. “If people know that they have an opportu- nity for growth, both professionally and within the company, I think that’s a huge recruiting win,” Loon said.
• Recruiting cards. Custom-printed re- cruiting cards are a simple, effective technique for informal, on-the-spot re- cruiting. “We have cards that say, ‘You gave me great service, think about a job at Brightview,’” said Vicki White, direc- tor of talent and employee relations at Brightview Senior Living. “If we’re out at a restaurant and we get really great service from a dining person or we’re at
the makeup counter and they have great customer service, we give them a card.” Supplemented with a brief conversation about the rewards of working in a par- ticular senior living community, this can be a very effective technique.
• Targeted recruiting. Communities can use social media, email, and snail mail to reach out to specific demographic groups with tailored messages and invitations to recruiting events. Demographics to target include CNA, health care, and culinary students looking to start their careers; high school and college students look- ing for part-time evening and weekend work; recent retirees who need or want to supplement their incomes; empty-nest moms looking to get back into the work- force; veterans; and legal immigrants.
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