search.noResults

search.searching

note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
WORKFORCE DEVELOPMENT


Senior Living Executive magazine recognizes OnShift for its generous support and thought leadership of Argentum’s 2016 Workforce Development programming.


 Wage Pressures


Mark Woodka, CEO, OnShift


raised or are planning to raise their minimum wages. Retailers like Wal-Mart already have boosted their entry level pay. Add in growing demand to a competitive talent market with   labor costs can quickly spiral out of control. It is more important than ever to get a handle on your number one expense—labor. - ing your labor budget, there is plenty that can and should be managed. Here are three key steps to mitigate the impact of escalat- ing labor costs.


C


Control Overtime Managing overtime is a challenge for many senior living organizations. In fact, a recent survey found that 46% of senior care pro- viders spend more than 6% of their labor budget on employee overtime. Why is over- time such a struggle? One reason is a lack of visibility into overtime – who, when, how and why.


Commonly, community leaders review


payroll data and react to overtime based on this information. At this point, the costs already have been incurred and it is too late to correct the issues. Managers need to look into the future. Handle overtime proactively. Make sure


schedulers have visibility into potential overtime, including hours worked and hours scheduled, when they are creating and up- dating employee schedules. Armed with this information, they can adjust schedules and  to prevent overtime from occurring. In addition, it’s a good idea to set a tar- get, allowing for some overtime that may


ompounding market forces continue to pressure human capital costs in senior living. Over 17 states have


be unavoidable. Given the labor shortage, - ers, we have seen overtime become more challenging at many senior living commu- nities. If the communities lack systems and processes to manage their labor proactively,  are much worse.


     typically experience overtime because of  them. Schedulers often ask an employee  the shift to a small group of employees who are typically willing to pick up extra shifts. There are two issues with this approach: 1) employees are at risk of going into over-  approach as favoritism. Update call-off processes to be more - ulers should notify all employees who are    prioritize those with the least overtime risk. Not only will this reduce overtime costs, but employees will also be happier when open shifts are communicated more broadly and  satisfaction can lead to greater retention and higher quality care and service.


Track Employee Punch Variances Punch variances result when employees punch-in early or punch-out late for their shift. While residents’ needs don’t typically align with the start or end of a shift, there are ways to prevent unnecessary overages. Senior living leadership can gain more control over costly punch variances with vis-


  on your number one 


ibility into the right data. Accessing sched- uled hours versus actual punched hours   issue with employees to better understand why they are punching in early or out late. You may identify “clock riders” and can deal with them appropriately. In addition, you likely will see employee behaviors change and overages decrease simply because you are tracking and paying attention to employ- ee shift data. These proactive, data-driven practices can deliver an immediate, positive impact to your labor costs. By taking these steps now, you will be better prepared to deal with the challenging labor market.


SEPTEMBER/OCTOBER 2016 / SENIOR LIVING EXECUTIVE 35


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68